Tutorial:
The Appraisor's Role in using Appraisal Smart
when Conducting Performance Appraisals/Reviews (cont...)
STEP 4: Complete the Performance Improvement Plan (PIP)
Performance
Measures and Standards that have not been met need to be put back
on track. Engage in joint problem solving to do so, as each Performance
Measure is discussed during Step 3. The result of this discussion
is documented onto the Performance Improvement Plan (PIP) section
of each Performance Measure listed on the Performance Review Form
in Appraisal Smart.
Remember, staff
training and coaching are seldom the only solutions for addressing
unacceptable performance or behaviour. Poor performance or behaviour
can more often than not be ascribed to a combination of: a lack
of resources and work tools, poor systems/policies/procedures, poor
reward/recognition practices, insufficient performance feedback,
other poor management practices, and a generally counter-productive
working environment and organisation culture.
Be open-minded
to consider and address all of these. Frequently, these are for
the Appraisor/Organisation to address, and not the Appraisee. Along
with staff training and development, the result will be continuous
performance improvement, organisation development, and pro-active
change management - leading to a "Learning Organisation"
in the true sense of the word.
Again, Appraisors
should get suggestions from the Appraisee first before adding their
own.
STEP 5: Agree
Performance Measures and Standards for the next Performance Period
This is the
"forward-looking" section of the interview as mentioned
above. This part of the discussion can be handled right now as the
"second half" of the interview, or as a separate session
within the next week or two.
It is crucial,
though, that new or adapted Performance Measures and Standards be
discussed and documented as close as possible to the beginning at
the new Performance Period, so the Appraisee has the bulk of the
time to deliver on them.
Also discuss
any support that you need to give Appraisees. Support is all about
minimising environmental barriers to performance, providing them
with the necessary resources to perform, training and coaching opportunities,
and improving their motivation.
STEP 6: Close
on a positive note
Make a positive
closing statement, reiterating your appreciation of the Appraisee's
efforts, ensuring them of your trust in their abilities and future
performance, e.g.:
"Jane, that concludes our discussion then. Thank you for the
frank and constructive way in which you have approached it. I would
just like to end off by thanking you once again for the effort you
have put in over the last "x" months, and also to ensure
you of my full trust in your abilities to tackle your new targets
competently. Please rest assured of my commitment to support you
where I can, and do not hesitate to push on my button at any time."
STAGE 3:
FOLLOWING UP
- The Performance
Agreement reached at the end of the Appraisal (for the next Performance
Period) can be viewed as a negotiated contract. Appraisees are
committing themselves to achieve certain objectives/targets in
return for specified support from their line managers. It is crucial
that you deliver on this promised support.
- Provide all
possible psychological support (praise, recognition, encouragement,
etc.) and physical support (work tools, equipment, finances, staff,
etc.).
- Show interest
by MBWA ("managing by walking around"), i.e. be there
where the action is, observing their performance, enquiring about
progress, and offering assistance.
- Arrange the
necessary training and coaching as identified.
- Provide regular
feedback on performance (both positive and negative) as soon as
possible after the event.
Create a pleasant working environment and climate where people
can fulfil their social and other motivational needs, while maintaining
a business focus and urgency.
GENERAL CONSIDERATIONS
IN RESPECT OF APPRAISALS
A Firm Manner
Do not accept
any ideas or suggestions from Appraisees that you are not fully
happy with or that are not congruent with corporate and your own
goals and standards. Tell them what these non-negotiable parameters
are that you cannot compromise on.
You do need
a certain firmness of manner, which should be used as required during
the Appraisal. It is your job to keep the interview on track and
not allow serious digressions.
Firmness of
manner means assertiveness, not aggression. It means ensuring you
keep control of the interview -- always politely, but with authority.
Confidentiality
It is essential
that you are discreet. The Appraisee must be able to trust you to
keep whatever is discussed confidential.
Fair Assessment:
External factors affecting performance
In assessing
an Appraisee's performance, the extent to which circumstances beyond
their control have influenced the achievement of their objectives,
must be taken into consideration. This means that, if these circumstances
have contributed greatly to good results, they should not get the
benefit of it. Likewise, they should not be punished if adverse,
uncontrollable causes have prevented them from achieving their objectives
optimally.
The quality
of an employee's performance also frequently depends on how good,
reliable, and consistent the products of the result of the work
of others are, that inputs into their own work area.
Can the non-achievement
of objectives also possibly be ascribed to the fact that other objectives
took priority over it at some point?
Also ask yourself
to what extent the Performance Environment (organisation culture,
policies, rules, systems, structure, infrastructure, resources,
etc) has prevented Appraisees from achieving their goals.
Appraisal
Pitfalls
The following
needs to be avoided during the performance rating process:
- Central tendency
of giving all employees the same ratings, or giving an employee
the same rating on all her Performance Measures (at least this
cannot happen where there are agreed quantitative Rating Scales)
- Consistently
being too strict or too lenient
- "Job
Halo", by giving higher ratings to certain employees based
upon personal preferences or one-off incidents instead of actual
job performance over the entire period.
Managers should
differentiate very clearly between those employees who achieve their
objectives and those who do not, and give clear messages to both.
"Compromising" and giving all employees the same bonus
or increase will give the wrong message to everybody. Top performance
will feel punished (even cheated) and poor performance will be rewarded.
Managers must
have the courage of their conviction to give credit where credit
is due and not be manipulated by those poor performers who rather
bet on the manager's fear for confrontation. Such managers invariable
end up losing the respect and loyalty of both types of performer.
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