Rebecca M. Saunders - The Agile Managers Guide to Effective Performance Appraisals (The Agile Manager Series)
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The Agile Managers Guide to Effective Performance Appraisals (The Agile Manager Series)
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The appraisal system outlined in this book can help managers to effectively and fairly evaluate employees. Managers will be able to create a system that will set useful objectives, document employee performance, administer appraisal meetings with a minimum of stress, assess poor performers in a constructive way, and stay within legally defendable boundaries. This appraisal method provides a firm foundation for managers that can relieve the pressure of decisions about pay raises, promotions, transfers, or terminations.
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The Agile Manager's Guide To Effective Performance Appraisals
By Rebecca M. Saunders
Page 2
Velocity Business Publishing publishes authoritative works of the highest quality. It is not, however, in the business of offering professional, legal, or accounting advice. Each company has its own circumstances and needs, and state and national laws may differ with respect to issues affecting you. If you need legal or other advice pertaining to your situation, secure the services of a professional.
Copyright 1998 by Rebecca M. Saunders
All Rights Reserved
Printed in the United States of America
Library of Congress Catalog Card Number 97-81354 ISBN 1-58099-007-X
Title page illustration by Elayne Sears
Page 3
Contents
Introduction
5
The Productive Appraisal
1. Use the Right Approach to Appraise Performance
7
2. Know the Performance Appraisal Steps
13
Lay the Groundwork
3. Set Useful Objectives
20
4. Document Employee Performance
29
Interlude One: Seven Common Errors in Appraising Employees
38
Fruitful Appraisal Meetings
5. Prepare and Meet
43
6. Assess Marginal Performers Constructively
52
7. Fair and Legal Appraisals
60
Interlude Two: Improve Your Appraisal Style
67
Follow Up
8. The Year-End Appraisal
73
9. Create an Employee-Development Plan
85
Index
93
Page 4
Other Books in the Agile Manager SeriesTM:
Giving Great Presentations
Understanding Financial Statements
Motivating People
Making Effective Decisions
Leadership
Goal-Setting and Achievement
Delegating Work
Cutting Costs
Writing to Get Action
Hiring Excellence
Building and Leading Teams
Getting Organized
Great Customer Service
Customer-Focused Selling
Page 5
Introduction
Both employees and managers dread performance appraisals.
On one side, employees worry that they may be the victims of arbitrary opinions or unclear expectations. Much is at stake, they know, including raises and promotions.
On the other side, managers don't like to sit in judgment of others, particularly when those others are employees whose cooperation and support are necessary to bottom-line success. Most managers can't forget, either, that they may wind up in court if a disgruntled employee complains of discrimination to the Equal Employment Opportunity Commission or to a lawyer.
A good appraisal system relieves the pressure on both sides. When objectives are clear and set by managers and employees together, and when they jointly monitor progress toward them, fair and accurate appraisals are almost guaranteed. Good workers get the recognition they deserve, and poor performers learn about problems before they grow out of control.
Clear objectives and careful monitoringthat's what the appraisal system you'll read about here is all about. It's also a great way to manage employee performance. With it, you provide
Page 6
coaching and feedback over the course of a year to raise employee productivity and address subpar performance.
In this system, the final, year-end appraisal is a written conclusion to a year of performance management. It's easy to produce, because you keep careful records throughout the year. And it's friendly to employees, because it focuses on strengths rather than weaknesses.
This is the kind of appraisal system that management theorist Peter Drucker and other experts seem to favor.
In his book The Effective Executive, published in 1963, Drucker observed that the appraisals of that time focused "on a search for faults, defects, and weaknesses" and measured employees on "potential" rather than on performance.
More than thirty years later, many appraisal programs continue to focus on weaknesses rather than strengths. They are still based more on "potential" than accomplishment. Not so the appraisal system proposed in these pages.
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