Productive Performance Appraisals

Productive Performance Appraisals

Productive Performance Appraisals

Productive Performance Appraisals

Synopsis


When not handled correctly, performance appraisals can turn into nerve-wracking confrontations. If employees and managers aren't on the same page about expectations and performance, the working relationship can be seriously harmed. Productive Performance Appraisals gives readers all the easy-to-use tools they need to conduct an effective review - including sample dialogs, checklists, and forms. The book shows readers how to:

• plan and organize the appraisal session

• set short- and long-term goals

• elicit the employee's input

• handle problems and " sticky" subjects such as promotions and disagreements.

Now completely updated, the book has new sections on rating employees, justifying scores, and weaving disciplinary language into thereview. Readers will also find guidance on developing career plans, keeping consistent records, communicating changes in roles, how reviews are used when determining layoffs, and much more.

Excerpt

Does the thought of conducting performance appraisals for your employees make you cringe? Is it something you tend to put off until you “have the time”? Does the idea of telling grown men and women that they have not been “living up to their potential” make your palms sweat and your throat dry? Don’t feel bad. You are not alone.

Many supervisors look upon performance appraisals as one of the most uncomfortable tasks that they are called upon to do, and if they had a say in it, they might eliminate altogether any formal meeting that could be called a performance appraisal. But their feelings—and possibly yours—are a bit out of focus. Performance appraisals serve a very useful role in the workplace and, if done right, provide you with an exceptionally powerful management tool. And believe it or not, the process need not be unpleasant for you.

It is not unusual for someone who rose from the ranks or is right out of initial management training to find it uncomfortable to “get personal” and evaluate another person’s performance— especially face-to-face! The review of one employee or another will give you trouble for any number of reasons: The employee may be a discipline problem; she may be very sensitive; he may have nowhere to go within your organization.… There are as many possible reasons as there are employees.

Just keep in mind, however, that more and more CEOs are looking to their frontline managers and human resources depart-

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