Performance Appraisals-
Not Simply a Report Card

by Richard P. Dacri

You have that queasy, nauseous feeling. The burning acid in your stomach continues to increase. At the same time you notice that your employees are acting differently, talking quietly, huddling in corners and being really needy. To make things worse, you have three messages indicating the human resource manager is looking for you. Why are these things happening? It could only be one thing-- that annual ritual referred to as performance appraisal time.

Why do we put ourselves through this experience? No one seems to like to do or receive them and they often result in increased friction. So what’s the point in continuing this torturous tradition? Why must managers complete this annual report card on employee’s past performance?

Though performance appraisals have traditionally been an unwelcome practice, if done properly, performance appraisals can be an extremely powerful and effective tool to assess performance, develop people, and increase organizational morale. So what must managers do to achieve these positive results? How do you prepare yourself and your employees to make this a proactive benefit for the organization and for the employee’s career? Here are some tips:

Prepare and plan for the appraisal:
What results do you want to achieve from the appraisal?
What contribution is the employee making?
Is he/she working toward his/her potential?
Does he/she know what to expect?
What training, education or experiences does he/she need?
What are his/her strengths that you can build on?
Before the interview, conduct a warm-up and be prepared.
Scheduled uninterrupted time to meet.
Set a positive, open tone at the beginning of the interview.
Put the employee at ease so you can reduce any fear or tension he/she may have.
Explain the purpose of the interview and what direction the interview will follow.
Ask for the employee’s opinion of their performance. Be a positive listener.
Evaluate the employee’s performance--not his/her personality.
Be objective, candid and specific with your comments. Avoid generalizations.
Go over the written appraisal and explain your comments.
Reassure your employee by building on their strengths.
Where problems exist, get to the root of the problem rather than dealing with the symptoms.
Actively listen to the employee about the employee’s perception of any problem.
Praise the employee’s good performance throughout the appraisal period.
Keep the discussion on track.
Draw the employee out by asking thought provoking questions, then listen.
Talk about job results, not activities.
Be supportive and function as a coach and not as an inspector.
Set specific performance expectations and goals that are achievable, measurable, and realistic. Establish a time-table for completion.
Close properly: Plan for improvements and changes. Write down the results and follow-up on them throughout the year.

When managers are able to view the appraisal process as an opportunity to plan for the future and view the employee as a key component in the organization’s future, then the appraisal will be viewed positively. Viewing appraisals simply as a “report card” of past performance sacrifices the future and maintains the status quo.

Rick Dacri is an organizational development consultant, coach and featured speaker at regional and national conferences. Since 1995 his firm, Dacri & Associates has focused on improving the performance of individuals and organizations. Rick can be reached at 1-800-892-9828, or rick@dacri.com