Performance Appraisal

    • Old fashioned performance appraisals clash with empowerment.
    • Employees need to manage themselves like independent contractors.
    • Suppliers monitor their own performance by surveying customer satisfaction.
    • How can you build in more self management and self assessment?
    • Less top down appraisal and more feedback from a wider range of internal and external customers.
    • Performance needs to be discussed at least once a quarter with the subordinate reporting progress.
    • The subordinate leads the meeting, reviewing what went well/not so well and what will be done to improve.
    • The manager operates as a coach, less as sole judge.
    • This puts less pressure on both sides as power is more equal - hence less defensiveness.
    • When bad news needs to be conveyed, more frequent discussions make it less feared.
    • Annual appraisals put too much emphasis on a one-time discussion, hence aversion to it on both sides.
    • Effective performance appraisals combine good news with a prompt to improve.
    • Preserving self esteem is an essential feature of a well conducted appraisal meeting.

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