Hi everyone
A good article on common Performance Appraisal discussion mistakes. Gave me a few tips to be careful about in future.....
Performance Appraisal Meeting Mistakes: How Many Do Your Supervisors Make?
Just as important as the appraisal form is the appraisal meeting. But a botched session can leave employees confused or even angry. Here's a list of common meeting miscues.
The form is only part of the appraisal process. Also of great importance is the performance appraisal meeting, usually conducted by the supervisor of the employee under review.
Done well, this vital session can leave the participants feeling newly motivated and eager to implement whatever agreements were reached. Done poorly, the employee may leave no wiser than he or she came in, or worse, depart confused or even angry at the treatment received.
How do you achieve the first and avoid the second? One way is alert your supervisors to this list of common meeting mistakes, collected by management consultant Rhoma Young of Rhoma Young Associates in Oakland, California. Young presented the list to a seminar run by Employer Resource Institute. Here are some of Young's collection of appraisal meeting miscues:
--Failure to fully explain the rationale of the evaluation process to the employee.
--Rushing the meeting or allowing insufficient time for dialog.
--Doing too much of the talking yourself instead of actively listening to the employee.
--Discussing activities instead of the results of those activities.
--Avoiding or underemphasizing performance problems.
--Being too negative when you do discuss problems.
--Over-praising, the opposite sin.
--Failure to cite specifics to support the rating.
--Comparing employees instead of making individual assessments.
--Getting sidetracked or bogged down in details.
--Forgetting that "facts" reported about the employee may reflect unconscious attitudes by others who gave input to the review.
--Failure to build on the employee's strengths in devising solutions.
--Becoming emotionally involved and losing objectivity.
--Basing a favorable overall rating on only one job aspect. This is known as the "halo effect."
--Failure to involve the employee in creating solutions to performance problems, and then to produce written plans of those solutions, with specific goals, objectives, and target dates.
--Failure to close with a summary that leaves employees with a clear understanding of where they stand, what they need to do to meet standards, and how and when the supervisor will help in that process.
"Don't Talk About Process"
Steven Meyer, head of business publisher B21, in his discussion of how to conduct appraisal meetings, suggests testing employee comprehension of their situation with the technique of "mirroring" ... repeating back to employees what they've said and asking if you understood it correctly. He also agrees with Young's point about discussing results, not activities. "When employees aren't getting results, they tend to direct the conversation toward process. Don't let them," Meyer cautions.
He concludes with a post-meeting activity: "Ask employees to draft a quick memo that, 1) states their objectives, and 2) explains what they need to do differently from this point on in order to achieve them," he says.
Regards
Prachi
From Australia, Melbourne
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A good article on common Performance Appraisal discussion mistakes. Gave me a few tips to be careful about in future.....
Performance Appraisal Meeting Mistakes: How Many Do Your Supervisors Make?
Just as important as the appraisal form is the appraisal meeting. But a botched session can leave employees confused or even angry. Here's a list of common meeting miscues.
The form is only part of the appraisal process. Also of great importance is the performance appraisal meeting, usually conducted by the supervisor of the employee under review.
Done well, this vital session can leave the participants feeling newly motivated and eager to implement whatever agreements were reached. Done poorly, the employee may leave no wiser than he or she came in, or worse, depart confused or even angry at the treatment received.
How do you achieve the first and avoid the second? One way is alert your supervisors to this list of common meeting mistakes, collected by management consultant Rhoma Young of Rhoma Young Associates in Oakland, California. Young presented the list to a seminar run by Employer Resource Institute. Here are some of Young's collection of appraisal meeting miscues:
--Failure to fully explain the rationale of the evaluation process to the employee.
--Rushing the meeting or allowing insufficient time for dialog.
--Doing too much of the talking yourself instead of actively listening to the employee.
--Discussing activities instead of the results of those activities.
--Avoiding or underemphasizing performance problems.
--Being too negative when you do discuss problems.
--Over-praising, the opposite sin.
--Failure to cite specifics to support the rating.
--Comparing employees instead of making individual assessments.
--Getting sidetracked or bogged down in details.
--Forgetting that "facts" reported about the employee may reflect unconscious attitudes by others who gave input to the review.
--Failure to build on the employee's strengths in devising solutions.
--Becoming emotionally involved and losing objectivity.
--Basing a favorable overall rating on only one job aspect. This is known as the "halo effect."
--Failure to involve the employee in creating solutions to performance problems, and then to produce written plans of those solutions, with specific goals, objectives, and target dates.
--Failure to close with a summary that leaves employees with a clear understanding of where they stand, what they need to do to meet standards, and how and when the supervisor will help in that process.
"Don't Talk About Process"
Steven Meyer, head of business publisher B21, in his discussion of how to conduct appraisal meetings, suggests testing employee comprehension of their situation with the technique of "mirroring" ... repeating back to employees what they've said and asking if you understood it correctly. He also agrees with Young's point about discussing results, not activities. "When employees aren't getting results, they tend to direct the conversation toward process. Don't let them," Meyer cautions.
He concludes with a post-meeting activity: "Ask employees to draft a quick memo that, 1) states their objectives, and 2) explains what they need to do differently from this point on in order to achieve them," he says.
Regards
Prachi
From Australia, Melbourne
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Some very useful comments and resources above. Thank you.
Performance Management is a sensitive area, but I often feel that if individuals (managers and employees) were to treat it like any other meeting where operational issues were reviewed and analysed, with a view to identifying areas for continuous improvement, it would take the "sting" from the process. By and large, any changes or development that improve effectiveness will also be more satisfying for the employee once they go through the process of change.
Progress Enterprise
<link outdated-removed>
From Australia, Ballarat
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13Performance Management is a sensitive area, but I often feel that if individuals (managers and employees) were to treat it like any other meeting where operational issues were reviewed and analysed, with a view to identifying areas for continuous improvement, it would take the "sting" from the process. By and large, any changes or development that improve effectiveness will also be more satisfying for the employee once they go through the process of change.
Progress Enterprise
<link outdated-removed>
From Australia, Ballarat
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Dear Prachi,
You have provided a comprehensive list, which is commendable. However, Performance Appraisal is a sensitive issue. Mishandling it can result in demotivation, loss of morale, and ultimately attrition.
Given this context, it is essential to train managers on "How to Conduct Performance Appraisal." I conduct this training program.
For Lilac201: Designing performance metrics for R&D personnel requires in-depth organizational study. It involves more consulting than training. If you are interested, you may consider utilizing my services.
Recently, in response to a query from a forum member, I outlined KRAs for an English Trainer. You can find the details in the following post:
https://www.citehr.com/286426-kra-sh...ml#post1297208
In the aforementioned post, I tailored the KRAs based on the job description provided by the previous blogger. When designing performance metrics or KRAs for scientists, I will dedicate more time to understand your organization's specific requirements.
Thanks,
Dinesh V Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
You have provided a comprehensive list, which is commendable. However, Performance Appraisal is a sensitive issue. Mishandling it can result in demotivation, loss of morale, and ultimately attrition.
Given this context, it is essential to train managers on "How to Conduct Performance Appraisal." I conduct this training program.
For Lilac201: Designing performance metrics for R&D personnel requires in-depth organizational study. It involves more consulting than training. If you are interested, you may consider utilizing my services.
Recently, in response to a query from a forum member, I outlined KRAs for an English Trainer. You can find the details in the following post:
https://www.citehr.com/286426-kra-sh...ml#post1297208
In the aforementioned post, I tailored the KRAs based on the job description provided by the previous blogger. When designing performance metrics or KRAs for scientists, I will dedicate more time to understand your organization's specific requirements.
Thanks,
Dinesh V Divekar
From India, Bangalore
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