EFFECTIVE EMPLOYEE APPRAISALS University of 有效的员工评估大学.pptVIP

WHAT TO SAY AND HOW TO SAY IT. Conducting Performance Reviews THE PROBLEM WITH REVIEWS According to Supervisors. . Take too long to write. People only want good news. It’s about “Show me the money!” Don’t improve performance. Employees say. . . Never get one or it’s late. All checkmarks and no examples. No guidance about what to do differently. No link between performance and pay. REINFORCE EXPECTATIONS What is expected of me? Why is it important? How am I doing? Why Conduct Performance Reviews? Opportunity for formal written feedback and dialogue about development. Emphasize a “performance” culture. Reinforce expectations recognize achievement of them. Generate documentation and a record (+ and -). Justification for employment decisions. Performance reviews should clarify: Review Meeting February Self Assess Manager Assess January Mid Year Review September Cascade Goals Upward Set Goals March Ongoing Feedback Performance Management vs Performance Review Performance Management Continuous interaction Part of the ongoing “routine” Ongoing development Observations with feedback for small incremental changes “Real-time” here-and-now orientation COACHING Performance Review Singular meeting (2x’s/yr) “Dedicated” time Development “plan” Summarizes results against expectations Documentation of past events EVALUATION Purpose of Performance Reviews Schedule in advance. Allow 15-45 minutes. Review what your comments. Notes. Have examples. May have samples. Ideas for needed adjustments. Start with best performers (?)* Preparing for the Appraisal Session “Before you rob your first bank, knock off a couple of gas stations.” * -John Dillinger OPTIONS ??? Top/Valuable Performers: Send forward/give copy ahead of time. Developing/Require Improvement Performers: Wait until face-to-face. Hand a copy to the person and walk them through it. Sit side-by-side and review one document together. Conducting the Appraisal Session