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Performance Appraisals - The Do's and Don'ts

 Performance Appraisals and assessments Performance appraisals should be a co-operative effort between an employee and a manager. Too often, the performance appraisal can result in a confrontation. We offer a list of things you should do and those you should avoid in your performance appraisals to keep them effective and legal.

Do:

  • Ensure that the format of your performance appraisal fits the reasons you are doing the review. Certain formats are better suited for certain jobs. The one-size-fits-all approach usually doesn't work.
  • Match performance appraisals and performance plans to measurable objectives. Develop performance goals in an objective way so you can compare.
  • Align the results of the performance appraisal with other anticipated personnel decisions. It sends mixed messages if managers give employees poor performance appraisals and then turn around and reward employees with a promotion or raise.
  • Make the performance review process a partnership between the manager and employee. Both sides should participate. We suggest that managers give employees a list of questions for discussion before the actual review. The process should be designed to help the employee be successful, rather than simply creating a path to termination.
  • Hold supervisors and managers accountable for effective administration of the review process.
  • Train managers in how to conduct performance appraisals. Managers should know the employer's expectations of the process. Save yourself from future problems by training individuals on conducting reviews shortly after they are promoted to managers and by refreshing that knowledge just before their first review process.

Don't:

  • Let protected leaves or other protected actions influence reviews. HR must be closely involved in the process because they are sensitive to legal issues.
  • Make common errors in conducting performance reviews. These include focusing on one good or bad aspect and letting that overshadow the entire review. Another common mistake is to remember only the most recent event when completing the review.
  • Have performance reviews that are inconsistent within a department.
  • Make promises regarding the performance review process unless you plan to follow though. Making promises, such as saying you'd conduct annual reviews, but failing to keep them is one of the red flags in litigation.
  • Have the contents of the performance review be a surprise to the employee. The employee should be able to anticipate what will happen in the review.
  • Wait until the performance review to mention areas that need improvement. It is important to address disciplinary or performance issues when they occur. That way, if the employee corrects the problem in the time before the review, the manager can recognise that as a positive element in the review.
  • And finally, we recommend that employers separate the performance appraisal discussion from the conversation on pay. When the two issues are discussed at the same time, managers will write the reviews with the possible salary change in mind. It also doesn’t allow management a chance to step back and look for consistency in the judging of performance across a department or function. The final rating should drive the merit increase not vice versa.

- From GL Now

 

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