Depending on the complexity of the system, the sophistication of the managers attending training, and their previous management development experiences, conventional classroom-based appraiser training for managers requires between one-half day and two full days. Tell Me More Although the objectives and content of the training vary depending on the organization and the structure of its [...]

Each of these groups is a stakeholder in the development of an effective performance appraisal system. If their needs are met, they will be more likely to be active supporters of the system. Not all of their needs and expectations will be satisfied simply by designing attractive and effective appraisal forms. Other needs will be [...]

Where should we start? Here is a ten-step process that works well in developing a new performance appraisal system: Get top management actively involved. Establish the criteria for an ideal system. Appoint an implementation team. Design the form first. Build your mission, vision, values, and core competencies into the form. Ensure ongoing communication. Train all [...]

As I described in performance appraisal, an effective appraisal process begins with a performance-planning meeting where the manager and the individual discuss the upcoming year, set goals, review the competencies that the organization expects people to demonstrate, and identify the key job elements. They may also discuss the subordinate’s development needs and goals in this [...]

Most people do a good job—not outstanding, not unacceptable—and therefore get rated in the middle category. But they all hate getting rated there. They see it as being labeled as a ‘‘C’’ student. How do we explain that getting the middle rating is not a bad thing? There are four reasons that people hate getting [...]

Some computer-based performance appraisal systems offer an electronic form with different traits listed: quality of work, quantity of work, attitude, or dependability. The manager clicks on a one to five scale and then the machine generates the text for the appraisal. Are these programs a good idea? No. These programs are a very bad idea. [...]

In most cases, it’s a good idea. One of the most common problems with performance appraisal is grade inflation, where performance appraisal ratings creep up until everyone is rated as exceeding expectations. One way to counteract this problem is by publishing a recommended distribution of appraisal ratings, or requiring managers to conform to a specific [...]

Some objectives are more important than others. And some sections of the form may be more important than others. For example, although most managers would feel that both competencies and objectives are important, it is more important to do a better job at producing results than it is to do a good job in demonstrating [...]

Yes. No matter how many levels there may be in the final overall rating, it’s a good idea to vary the number of levels and the labels or descriptors used for the assessments of different elements within the body of the form. For example, the section of the form that assesses the individual’s performance against [...]

Does it make any difference whether we use words or numbers? No matter how many positions there may be on the rating scale, the positions have to be labeled. There are four alternatives: behavioral frequency, verbal descriptors, comparison-to-standard, and numerical. Figure provides examples of all four alternatives including the various choices available for a five-level [...]

The overwhelming majority of performance appraisal forms provide for either three, four, or five levels of performance. It is rare for an appraisal system to operate on the basis of pass/fail with only two levels of ratings. And there are some appraisal procedures that focus entirely on employee feedback and development with no link to [...]

In most cases, there should be one form for each job family in the organization. The organizational core competencies will be the same on every form, since everyone in the company is held accountable for meeting them. The job family competencies will vary with each of the different job families: managerial/supervisory, clinical, operations, administrative, sales, [...]

Yes. There are several other elements or sections that might be included in the performance appraisal form: Demographic data Instructions for completion Attendance record Development plans and goals Approvals Appraiser summary Employee comments Promotability and potential analysis Signatures Tell Me More Demographic Data. Obviously the form must contain the name of the individual, the name [...]

The last part of the recommended performance appraisal form covers the individual’s major accomplishments over the course of the appraisal period. Shouldn’t the individual’s achievements be described throughout the appraisal form? Yes. For anyone other than a marginal performer, the appraisal should place the emphasis on identifying and reinforcing the strengths the person demonstrated over [...]

Why does an ideal appraisal form have a separate section for goals and projects? A goal or special project is a part of the job that an individual does in addition to meeting the key job responsibilities of her position. There are two elements that make goals different from key job responsibilities. The first is [...]

Start with the job description. Most job descriptions include a summary of the most important duties and responsibilities of the position. If the job description isn’t useful (or if there hasn’t been a job description prepared for the position), then the manager and the individual need to discuss and identify the big rocks of the [...]

Organizational core competencies are those behaviors or attributes that the company expects to see demonstrated by everyone who is employed, regardless of that person’s job or level. Sometimes called cultural competencies, these are the small number of skills, talents, and abilities that senior management has decided are truly core to the successful operation of the [...]

Wouldn’t a dictionary definition work just as well? A definition provides a statement of the meaning of a word, phrase, or term, as in a dictionary entry. Although it may be useful to have a dictionary-like definition of a competency, what is really important is providing a description of what someone who is really good [...]

Several studies have focused on identifying the various competencies that predict success, both in organizational life in general and in specific jobs or job families. My firm, Grote Consulting Corporation, has identified thirty specific competencies, based both on formal research (several of the research studies are described in my book, The Complete Guide to Performance [...]

Yes. While the specific design and construction of the form varies from one organization to another, five elements should appear in every performance appraisal form: 1. Organizational core competencies 2. Job family competencies 3. Key job responsibilities 4. Projects and goals 5. Major achievements Tell Me More 1. Organizational Core Competencies. One of the hallmarks [...]

It’s unusual for someone to refuse to sign the form and refuse to put any comments in the section earmarked for them. Start by asking why, and explain the purpose for the signature: ‘‘I’m surprised, George, that you are refusing to sign the form and also refusing to indicate any reason in the space set [...]

Here are the steps to wrap up a performance appraisal discussion effectively: Briefly summarize the entire conversation (review your core message). Discuss two or three areas of strength to be continued and enhanced. Review the most important area for immediate improvement. Explain the most important developmental need. Handle administrative mechanics. Schedule planning meeting. Congratulate (offer [...]

Ideally, the discussion about compensation and the discussion about performance should be separate talks. If it’s possible, the performance appraisal meeting should focus entirely on the individual’s performance with discussion of compensation reserved until a later time. However, if performance and compensation must be discussed in the same meeting, begin with the compensation change. Then [...]

No manager should begin a performance appraisal discussion without a box of tissues handy. Crying is one of the most common ways in which a flight reaction displays itself. An employee’s involuntary crying makes a difficult situation even more challenging. In this case, simply pull out the box of tissues, slide it over to the [...]

Defensive reactions come in two forms: fight and flight. Fight responses show up as angry rejections of what the appraiser has said or written. The individual may deny the accuracy of the appraiser’s information or blame others for problems and shortcomings. Nonverbal indicators of fight reactions are usually clear: The person may pound the desk [...]

For example, the employee who is silent, or makes excuses, or turns the conversation around so that we are caught up in irrelevancies? Silences, excuses, and irrelevancies are the three most common discussion difficulties that arise in the course of discussing a performance evaluation. You can overcome each of these by keeping firmly in control [...]

Listen to determine the source of the disagreement. Is it a matter of fact? (You wrote that the employee received a customer satisfaction score of seventy-nine, but the employee says that his score was eighty-three.) Or is it a matter of judgment? (You wrote that the employee’s customer service skills were unsatisfactory, but she feels [...]

The employee I’m about to review is an unsatisfactory performer and the appraisal tells it like it is. How should I start the meeting? Get right to the point. As soon as the person arrives for the appraisal discussion, say, ‘‘Come in, George, sit down. I have some bad news for you. (Pause.) I have [...]

You can’t. Don’t try. Consider what the goal of a performance appraisal discussion is— and what it’s not. The goal is not to gain agreement. If you gain agreement, that’s fine, but it’s unlikely if the appraiser has evaluated the individual’s performance against tough-minded, demanding standards. In fact, the lower the appraisal rating, the less [...]

Psychologists tell us that there are only four feelings: glad, sad, mad, and scared. All other feelings are variations on these four. Glad is the feeling you’re likely to encounter when you’ve given Tommy a great review. He did a great job; the performance appraisal reflects it. He’s glad and it shows. Sad is more [...]

It’s easy to discuss the performance appraisal when the individual and I are in agreement. But what do I do when we disagree about something important? Even when the manager and the individual agree about the quality of the individual’s performance in one of the areas assessed in the appraisal, there are still some useful [...]