- 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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