Performance Appraisal

In my 15 years as a HR and Learning and Development practitioner, I am yet
to hear of a manager who jumps out of their skin with excitement when the
topic of Performance Appraisals comes up.

“Not that time again”

“All these Gen Y’s want everything now, I just know what the onslaught of requests is going to be like”

“There are so many other things I could/need to be doing – I don’t have the time”

Sound familiar? I think on some level we can all relate to this thinking. Why is this the case?

There are generally 4 core reasons why frustration with the performance appraisal process occurs:

Purpose
Losing sight or not being clear on what the reason for doing appraisals is, be clear as to the purpose of undertaking appraisals, sell it and follow through with evidence to support this purpose. For example, if one of the reasons is to encourage people to identify their own development needs, make it possible for them to be able to do this (do you have a library of documented resources/courses that are pre-approved, is there a budget for development, is there time within working hours to spend on development).

The Appraisal Tool
Is your appraisal form/system logical to use, does it encourage information to be captured regularly throughout the review period, is it easy to access. There are many options when it comes to what tool to use, however, don’t ask something in an appraisal process that you cannot back up with action.

The Process
“What is the process for appraisals?”
“Is it clearly defined and communicated?”
“Do you send out reminders?”
“Is your process aligned with your organisation’s planning cycle?”

Manager Skills
How good are your managers at conducting appraisals – are they the hammer (go hard on everyone), the slipper (warm and fuzzy) or do they have an effective discussion with clear outcomes?

This is a clip from the UK television show, The Office.
An example of “what not to do”.

Appraisals can turn into a tick and flick exercise very easily, particularly when we want to avoid ‘those conversations’. Managers = Feedback Delivery System and this is what most people are seeking – either recognition, ways to improve or other areas of opportunity. If your managers don’t know how to have these effective discussions, question the value in having appraisals.

Perform Tips
Tip 1: Decide on an appraisal system, have a process designed to support the system but don’t skimp on equipping your managers in how to have crucial conversations!

Tip 2: Asking people for their performance improvement solutions creates ownership, builds sustainability and empowers the individual.