3: FOLLOWING UP
Performance Agreement for the next performance period can
be viewed as a negotiated contract. Appraisees are committing
themselves to achieve certain objectives/targets in return
for specified support from their line managers. It is crucial
that you deliver on this promised support.
all possible psychological support (praise, recognition,
encouragement, etc.) and physical support (work tools, equipment,
finances, staff, etc.).
interest by MBWA ("managing by walking around"),
i.e. be there where the action is, observing their performance,
enquiring about progress, and offering assistance.
the necessary training and coaching as identified.
regular feedback on performance (both positive and negative/constructive)
as soon as possible after the event.
a pleasant working environment and climate where people
can fulfill their social and other motivational needs, while
maintaining a business focus and urgency.
CONSIDERATIONS IN RESPECT OF APPRAISAL INTERVIEWS
Do not accept any ideas or suggestions from Appraisees that
you are not fully satisfied with or that are not congruent
with corporate and your own goals and standards. Tell them
what these nonnegotiable parameters are that you cannot compromise
need a certain firmness of manner, which should be used as
required during the Appraisal. It is your job to keep the
interview on track and not allow serious digressions.
of manner means assertiveness, not aggression. It means ensuring
you keep control of the interview -- always politely, but
It is essential that you are discreet. The Appraisee must
be able to trust you to keep whatever is discussed confidential.
Assessment: External factors affecting performance
In assessing an Appraisee's performance, the extent to which
circumstances beyond their control have influenced the achievement
of their objectives, must be taken into consideration. This
means that, if these circumstances have contributed greatly
to good results, they should not get the benefit of it. Likewise,
they should not be punished if adverse, uncontrollable causes
have prevented them from achieving their objectives optimally.
of an employee's performance also frequently depends on how
good, reliable, and consistent the work output of others are,
that input into their own work area.
non-achievement of objectives also possibly be ascribed to
the fact that other objectives took priority over it at some
yourself to what extent the performance environment (organization
culture, policies, rules, systems, structure, infrastructure,
resources, etc.) has prevented Appraisees from achieving their
The following needs to be avoided during the performance rating
to give all employees more or less the same ratings, or
giving an employee the same rating on all his/her Performance
Measures (to avoid potential conflict)
being too strict or too lenient
Halo", by giving higher ratings to certain employees
based upon your personal preferences, or one-off incidents
instead of actual performance over the entire period
Managers should differentiate very clearly between those
employees who achieve their objectives and those who do
not, and give clear messages to both. "Compromising"
and giving all employees the same bonus or increase will
give the wrong message to everybody. Top performers will
feel punished (even cheated) and poor performers will be
must have the courage of their conviction to give credit where
credit is due and not be manipulated by those poor performers
who rather bet on the manager's fear for confrontation. Such
managers invariable end up losing the respect and loyalty
of both types of performer.