Thursday, April 12, 2018

Listening, Learning & Improving Part 3

Performance Appraisals

Positive Framing is Dependent Upon
  • Tone and Pitch
  • Body language
  • Language
  • Structure of the sentence
If There Is Disagreement
  • Listen to the Employee’s Opinion
  • Assess Any New Information as Appropriate
  • Should the Employee not Agree to sign the Appraisal - document this fact
  • The Employee can choose to add an addendum or rebuttal - this should be signed also by your manager and HR representative
  • Sign and date the Appraisal including any rebuttals
Constructive Criticism
  • Collect the evidence
  • Ration the criticism so that it will be effective
  • Prioritize the criticism
  • Avoid going over old ground
  • Balance between criticism and praise
  • Compartmentalize the criticism
Receiving Criticism
The appraisal process may offer the employee a chance to criticize you as a manager so you need to be able to take criticism as well.
  • Listen to the critic, then repeat back the criticism
  • Ask the critic to specify the problem
  • Search for a solution to the problem
To remove or prevent problems in the appraisal process, the organization can:
  • Design the performance appraisal process to suit the requirements of the organization
  • Provide an appropriate level of support
  • Provide the required structures
  • Ensure that those involved in performance appraisal are capable through training
  • Set objectives and communicate them so that they can be used to drive the performance appraisal process
  • Communicate and highlight the value of the performance appraisal process across the organization
  • Ensure that the process is seen as a transparent and open process designed to assist people as opposed to blame or hinder them
  • Link the process to the proactive development of personnel
Remember that preparation and good communication skills are vital.  Clear and positive language is required.  Appraisal is a two-way process!

Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

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