The First-Time Manager

By Loren B. Belker; Gary S. Topchik | Go to book overview

23
Doing Performance
Appraisals

Performance appraisals can be as informal as telling someone “You’ve done a nice job,” or as elaborate as a full-scale written report, complete with a long follow-up interview with the employee.

Clearly, all of us like to know how we’re doing. One employee will say, “Working in this office is like working in the dark.” Another will say, “Old Fussbudget may be tough, but you always know where you stand.” It’s meant as a compliment.

A formal system of performance appraisal—for example, one or two planned contacts with the employee each year for the specific purpose of discussing “how you’re doing”—is preferable to the informal method, which is often equivalent to doing nothing.

Some managers are convinced that they communicate effectively with their employees and that these employees know exactly how they stand. An interview with the employees, however, will indicate that communication is one of the greatest needs they feel.

Many managers still approach their supervisory role with the motto “If I don’t hear anything, I know I’m doing okay.” That doesn’t cut it. Top-echelon managers often avoid discussing all performances except those that require emergency action.

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