The conducting of Performance
Appraisals is something most managers and supervisors
do not look forward to.
This is mostly due to their
previous bad experiences with it, either as an Appraisee,
"receiving" an Appraisal, or as an Appraisor,
having to "assess" staff members and dealing
with differences of opinion and conflict during
the appraisal.
Conducting a constructive Performance
Appraisal is not easy. There are certain steps,
crucial principles and "soft" skills involved
that need to be mastered.
A Performance Appraisal consists
of two parts:
›
REVIEWING
PERFORMANCE: A "backward"
look at how well previously set Goals, Objectives
and Key Performance Indicators (KPI's) were
achieved, and specified Competencies demonstrated
- and the factors that affected their achievement.
›
PLANNING PERFORMANCE:
A "forward" look at new Goals/Objectives/KPI's
to be achieved during the next performance
period.
Three STAGES are involved:
STAGE 1: Preparing
for the Appraisal
STAGE 2: Conducting
the Appraisal (FIVE Steps)
STAGE 3: Following
Up
The process of conducting Performance
Appraisals/Reviews that we subscribe to is aligned
with the latest thinking on the topic, including
the role of the line manager as "facilitator"
during the appraisal interview, as well as the participative
nature of productive appraisals.
Appraisal Smart technology reduces
the subjective nature of Performance Appraisals
significantly, leading to more constructive and
productive interviews - interviews that both Appraisee
and Appraisor can even look forward to.
