PERFORMANCE APPRAISAL EFFECTIVENESS TECHNIQUES
(To be used in everyday Performance Communication, Evaluation Interviews and Corrective Interviews)
Objectives of Performance Preparation for the Informal Guidelines for Meeting with the
Communication and Evaluation Communication or Employee
START OUT PREPARED: THINK THROUGH WHAT YOU WANT TO CREATE AN APPROPRIATE ATMOSPHERE:
To let the employee know where they stand; Be relaxed and help the employee to relax.
what you, as a supervisor, expect from them What would you like the employee to do
and how their current performance measures differently as a result of the discussion? Start on a friendly, positive note.
up to those expectations.
What effect will the discussion have on Avoid becoming defensive or argumentative.
To provide a record of employee strengths and employee morale?
weaknesses in the performance of their duties. Keep the discussion performance/problem
What can you learn about yourself as a centered.
To establish a closer supervisor/employee supervisor from the discussion?
relationship. The supervisor must BE SPECIFIC AND CONSTRUCTIVE IN YOUR
communicate to the employee the What aspects of performance do you want COMMENTS:
requirements, expectations and goals of their the employee to continue doing without
position. change? Give employee credit willingly and sincerely for
strong points of performance.
To provide recognition for a job well done. MAKE SURE YOU HAVE THE FACTS
STRAIGHT: If a weakness exists, be specific to the employee
To establish solutions to performance on the need to improve.
problems. Are you clear and specific about strengths
and weaknesses, including examples of both Discuss weaknesses in a factual, objective
To define individual employee training needs. good and poor performance? manner and avoid personal criticism.
To help the employee elevate current Do you have documentation to back up your Avoid comments not related to work.
performance levels and prepare for career statements?
advancement. Be prepared to make suggestions but allow the
Are your suggestions specific on how and employee to provide input.
To prevent grievances by establishing clear where improvement can be achieved?
communications regarding past, present and Keep your goals in mind.
possible future personnel actions. CONSIDER WHAT YOU KNOW ABOUT
THE EMPLOYEE AND APPLY MAKE THE DISCUSSION A TWO-WAY
COMMON PITFALLS TO AVOID IN SITUATIONAL LEADERSHIP STYLES: AFFAIR:
Are you familiar with the employee’s Listen for what the employee says and for what
Rating based on guesswork, emotional bias or personality and needs? is not said.
Do you know how the employee reacts in Encourage the employee to express feelings -
Rating personality traits or characteristics different situations? don’t show disapproval.
rather than work performance.
Can you predict the attitude that the Remember, you are discussing the employee’s
Rating on the basis of general impression. employee will bring to the meeting? performance and not a “grade” or something you
are “giving” the employee.
Rating on the basis of one dramatic incident. How might the employee react to different
areas of your evaluation and suggestions? Don’t discuss the performance of others.
Not rating each factor independently.
ARRANGE A TIME AND PLACE FOR ARRANGE FOR A FOLLOW-UP:
Avoiding a frank discussion of the rating. THE MEETING TO BE HELD:
Make a plan with the employee for correcting
Not giving the employee a chance to express What time will least interrupt the any weakness which may exist.
feelings about their rating. employee’s work schedule?
Set specific objectives and let the employee
Not following up. Is there a place that is private and free from know how you will help.
Set a date for further discussion.
Will you have time to really “talk it out”?
End the meeting on a positive, friendly note.