Getting The Most From Appraisals - From Both Sides
By Graham Yemm, Sat Dec 10th
Does your organisation have one of those annual 'occasions' thatfew look forward to: the annual appraisal or performance review?How do you look forward to it? I wonder how people talk about itbefore and after?
Are appraisals worth doing? If done properly - yes. If donepoorly - no!!!
Why have appraisals? When carried out properly they can achievea number of benefits for all parties. The organisation, themanager and the appraisee can:
establish current levels of performance, and the organisationbenchmark across departments or functions
identify ways of improving performance, individually andcollectively
set clear goals for the future
assess potential and desire for development
establish the appropriate means of motivation
improve communication throughout.
Some of the typical problems that happen to lead to poorappraisals are:
- It is an annual process
- Nothing has happened with the outcome of the last one
- There is no on-going feedback or review of progress
- Things can change in between, whether it is the manager or thejob!
- The process is not taken seriously from the top
- The organisational culture views the whole process as a choreto be endured
- Insufficient preparation time or effort
- The 'recency' effect where only the previous 6-8 weeks arereviewed
- Too much focus on the negatives or problems of the year
- It is too subjective and too much is based on opinion
- It is too time consuming and interferes with day-to-day work
- Appraisals are just part of the salary negotiation
When you look at what can be achieved and compare the benefitswith the reasons why they often fail to deliver, you can seethat a lot of this is due to the attitude of the organisationand the line managers, starting from the top!
Think about what can happen when appraisals are handled in aconstructive manner. They allow the organisation and individualsto:
learn from the past to improve the future
build on successes and strengths for the future
recognise individuals' strengths and abilities
identify areas to develop skills and knowledge
value individual contribution
improve working relationships through clear communication
This does not mean that managers should "duck" difficult issuesor things they are not happy with. However, there should be nosurprises at an appraisal. Feedback on performance should begiven at the time - not stored up for the appraisal!!! As amanager, if you have concerns, deal with them. Most people wantto be given feedback on their performance regularly (and thatdoes not mean annually!!) - even if it is to be told they haveto improve.
One challenge in many organisations is to use the current systemeffectively. Too many people get caught up in worrying about thepaperwork - whether designing a new set or using the existing. Irecall working with one client in developing a good, thorough,process only to be questioned by some directors from theirScandinavian partner about why we were going to so much trouble.They held up a blank sheet of paper and explained that was theiridea of all they needed for a productive appraisal!!! They areright. The reality is that a productive appraisal owes more tothe quality of the communication between the people involvedthan to the paperwork!
Should appraisals involve salary reviews? This is a quandarywith no straightforward answer. When they do, there is a riskthat the amount of the rise becomes the absolute focus of thediscussion and can even be a negotiation. If they don't, howobjective is the salary award when it is given? My own view isthat the salary review and appraisal can be linked, yet heldvery separately. There is no reason for not holding theappraisal, setting some goals and even specifying somebehavioural change and
then using this as a part of the salarydiscussion. Although there is a risk in having the appraisal andsalary combined - it can work, regardless of the gap. After all,shouldn't salary and raises reflect performance rather than justopinion? If appraisals are carried out well and constructivelythere should be a fit between the two.
Everyone involved has to take their share of responsibility formaking appraisals work. While the tips below will not guaranteesuccess, they will help you to get more from the process,whatever your role.
If you are the 'appraiser':
Make the time to prepare properly!
Set a time for the review - and stick to it! Do not move itaround - what message does that send out? Allow anything from 1- 2 hours.
Choose a place where you can have the privacy for a proper, openmeeting with no interruptions! Turn off mobile phones.
Have a short meeting with the interviewee a few days before andoutline what you want them to do before the meeting and duringit.
Look at last year's review and identify what progress has beenmade.
Think about the good things the employee has achieved and done -do not just look for the negatives.
Be specific with the points you want to discuss and review -with evidence not just opinion.
Set an agenda or structure for the meeting and stick to it.
Make sure they do a lot of the talking, it is THEIR review notyours! Also, LISTEN to what they say and build on it
Remember to give feedback on performance or behaviour - notpersonality!
Note where job changes might have impacted on achievement of thegoals from last year and identify successes.
Set and agree clear, SMART goals, both short and medium term.
If you are being reviewed or appraised:
Remember to 'own' the process - you have a responsibility tomake it work for you, it is not just down to your boss!
Make time to prepare by reviewing what you have done and howeven if there is no formal self-assessment process.
Obtain a copy of the previous review from HR or your boss if youdon't have one.
If your role or responsibilities have changed since the previousappraisal, identify the goals you achieved up until the changeand those after.
Make notes of the key points you want to mention.
Be honest in your self-assessment about what you could haveimproved upon.
Be specific about the things you have done well.
Think about what you want for the short, medium and long-term.What support, training or development would you like?
What might be sensible areas to set goals for the future? Bewilling to suggest these to your boss.
Ask for clear and specific feedback.
If you would like your boss to manage you differently, use thisas a time to ask, giving reasons about why it would benefit allof you!
Ensure you are clear about what the boss thinks and why - andwhether it fits with your own self-assessment. If there is adifference, explore why this is the case. Work to reachagreement.
Finally, there should be a sense of agreement about what hashappened, what will happen and how. To reinforce theeffectiveness, avoid making it just an annual event. Seton-going reviews to monitor progress towards the goals, tosupport any training or development and to improve communicationbetween bosses and teams.
An idea for all is to keep some notes throughout the year ofsuccesses and any particular challenges or events you want torecall later. It will help to reduce some of the subjectivity ofpoor appraisals and also makes sure things are rememberedthroughout the year!
About the author:Graham Yemm a founding partner of Solutions 4 Training Ltd. Hehas worked with many different organisations around the worldconducting both training and consultancy assignments, includinghelping them to develop and conduct appraisal or performancereview processes. Contact, solutions4training.com or +44 1483 480656
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