Lesson 8

LESSON 8
EMPLOYEE
PERFORMANCE
APPRAISAL
02/04/16
Terry Amirali-Rambharat
DEFINITION
A performance appraisal, employee
appraisal, performance review, is a
method by which the job performance of an
employee is evaluated (generally in terms of
quality, quantity, cost, and time) typically by
the corresponding manager or supervisor. A
performance appraisal is a part of guiding
and managing career development. It is the
process of obtaining, analyzing, and
recording information about the relative
worth of an employee to the organization.
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DEFINITION (Contd)
Performance appraisal is an analysis
of an employee's recent successes
and failures, personal strengths and
weaknesses, and suitability for
promotion or further training. It is
also the judgement of an employee's
performance in a job based on
considerations other than
productivity alone.
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How Do You Feel About

Performance Appraisals?
Some people look forward to them while
others dread them. Performance appraisals
can bring out strong feelings, both from the
employees viewpoint and that of
management.
As a supervisor, conducting performance
appraisals is one of the most important
opportunities you will have to help your
employees, yourself, and your company.
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How Do You Feel About

Performance Appraisals?
Done correctly, performance
appraisals can help close the gap
between the actual performance of
your employees and the performance
needed to meet corporate objectives.
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Aims of a Performance
Appraisal
Performance appraisals provide a formal, recorded,
regular review of an individual's performance
Identify employee Training needs
Document criteria used to allocate organizational
rewards
Form a basis for personnel decisions: salary
increases, promotions, disciplinary actions,
actions
bonuses, etc.
Provide the opportunity for organizational
diagnosis and development
Facilitate communication between employee and
administration
To improve performance through counseling,
coaching and development.
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PURPOSE OF PERFORMANCE
APPRAISALS
Traditionally, performance appraisals
have tended to be infrequent, topdown, subjective judgments of an
employee's performance. These
types of appraisals usually involve a
manager conducting an annual
critique of past performance, often
with little active input from the
employee him or herself.
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PURPOSE OF PERFORMANCE
APPRAISALS
Since people's perceptions of their own
performance often differ from those of
their supervisors, this kind of assessment
often results in conflict,
misunderstanding, and hostility. Both
sides can become defensive, and the
whole process is viewed negatively. As a
result, performance appraisals have a
poor reputation, and often fail to deliver
the positive results they should
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And yet, if used properly,

performance appraisals can
help to build an open,
positive, collaborative
relationship between
individuals and their
supervisors/managers.
So lets see the Purpose of
the Performance Appraisal.
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PURPOSE OF
PERFORMANCE
APPRAISAL
Appraisals
help develop individuals
(ORGANISATION)
Improve organizational performance,

and feed into business planning.
Essential for career and succession
planning
Communicating and aligning individual
and organizational aims
Vital for managing the performance of
people and organizations.
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PURPOSE OF
PERFORMANCE APPRAISAL
(SUPERVISOR )
Annual performance appraisals

enable supervisors to monitor
standards
Agree on expectations and
objectives,
Delegate responsibilities and tasks.
Fostering positive relationships
between management and staff.
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PERFORMANCE
APPRAISAL PROCESS BEFORE
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PROCESS - DURING
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PROCESS - AFTER
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PERFORMANCE
APPRAISAL PROCESS
Prepare - prepare all materials, notes agreed tasks and

records of performance, achievements, incidents, reports
etc - anything pertaining to performance and achievement obviously include the previous performance appraisal
documents and a current job description. A good appraisal
form will provide a good natural order for proceedings, so
use one.
Inform - inform the appraisee - ensure the appraisee is
informed of a suitable time and place (change it if
necessary), and clarify purpose and type of appraisal - give
the appraisee the chance to assemble data and relevant
performance and achievement records and materials. If the
appraisal form does not imply a natural order for the
discussion then provide an agenda of items to be covered.
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PERFORMANCE
APPRAISAL PROCESS
Venue - ensure a suitable venue is planned and
available - private and free from interruptions observe the same rules as with recruitment
interviewing
Layout - room layout and and seating are important
elements to prepare also - don't simply accept
whatever layout happens to exist in a borrowed or
hired room - layout has a huge influence on
atmosphere and mood - irrespective of content, the
atmosphere and mood must be relaxed and informal remove barriers - don't sit in the boss's chair with the
other person positioned humbly on the other side of
the desk; you must create a relaxed situation,
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PERFORMANCE
APPRAISAL PROCESS
Introduction - relax the appraisee open with a positive statement, smile, be
warm and friendly - the appraisee may
well be terrified; it's your responsibility to
create a calm and non-threatening
atmosphere. Set the scene - simply
explain what will happen - encourage a
discussion and as much input as possible
from the appraisee - tell them it's their
meeting not yours.
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PERFORMANCE
APPRAISAL PROCESS
Review and measure - review the activities, tasks,
objectives and achievements one by one, keeping to
distinct separate items one by one - avoid going off on
tangents or vague unspecific views. If you've done your
preparation correctly you will have an order to follow. If
something off-subject comes up then note it down and say
you'll return to it later (and ensure you do). Concentrate
on hard facts and figures, solid evidence - avoid
conjecture or non-specific opinions, especially about the
appraisee. Being objective is one of the greatest
challenges for the appraiser - as with interviewing, resist
judging the appraisee in your own image, according to your
own style and approach - facts and figures are the acid test
and provide a good neutral basis for the discussion.
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PERFORMANCE
APPRAISAL PROCESS
Agree an action plan - An overall
plan should be agreed with the
appraisee, which should take
account of the job responsibilities,
the appraisee's career aspirations,
the departmental and whole
organization's priorities, and the
reviewed strengths and weaknesses.
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PERFORMANCE
APPRAISAL PROCESS
Agree specific objectives - These
are the specific actions and targets
that together form the action plan.
As with any delegated task or agreed
objective these must adhere to the
SMARTER rules - specific,
measurable, agreed, realistic, timebound, enjoyable, recorded.
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PERFORMANCE
APPRAISAL PROCESS
Agree necessary support - This is the support
required for the appraisee to achieve the
objectives, and can include training of various
sorts (external courses and seminars, internal
courses, coaching, mentoring. Be careful to
avoid committing to training expenditure before
suitable approval, permission or availability has
been confirmed - if necessary discuss likely
training requirements with the relevant
authority before the appraisal to check. Raising
false hopes is not helpful to the process.
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PERFORMANCE
APPRAISAL PROCESS
Invite any other points or
questions - make sure you
capture any other concerns.
CLOSE POSITIVELY - Thank the
appraisee for their contribution to
the meeting and their effort
through the year, and commit to
helping in any way you can.
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PERFORMANCE
APPRAISAL PROCESS
Record main points, agreed
actions and follow-up - Swiftly
follow-up the meeting with all
necessary copies and confirmations,
and ensure documents are filed and
copied to relevant departments, (HR,
and your own line manager
typically).
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CONDUCTING EFFECTIVE
PERFORMANCE APPRAISALS
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If the appraisal is to be successful, the

person being assessed needs to feel that
he/she has had a fair chance to contribute to
the outcome. Appraisals should be two-sided
discussions, with the person being assessed
participating actively and, as a result, feeling
properly valued. Just telling someone what
they're doing well and what they're doing
badly isn't likely to motivate them enough to
do better: when you work together, you can
develop a shared understanding of what's
expected, and establish an ongoing means of
monitoring and evaluating performance
against
agreed goals.
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BEFORE THE APPRAISAL

INTERVIEW
1.
Review appropriate documentation. Revisit
the job description for the person you're appraising, as
well as their goal statements from previous appraisals.
It's really important that people are clear about what's
expected of them in their roles, both in terms of their
duties, and also in terms of the knowledge, skills and
abilities that they need to develop.
As you do this, reflect on whether these documents
reflect the work that this person actually does. If
there's a difference, you may need to rethink the job
description, and consider whether past goals are still
relevant.
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INTERVIEW
2. Ask for Self-Assessment. Consider asking

the person you're appraising to evaluate his or her
own performance before the appraisal meeting.
3. Complete An Assessment Of The Individual
Yourself: Whichever method of self-assessment
you choose, complete the same task from your
own perspective. Be prepared with examples to
support your ratings, particularly in areas where
you feel that the person is under-performing
because you will have to explain.
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INTERVIEW
4. Where necessary, draft a
performance improvement plan.
This gives you ideas and approaches
that you can draw on during the
interview, and you can refine this
during the appraisal meeting itself.
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During the Appraisal

Interview
1.
Create A Supportive Environment: First, find a time
when you can close the door, and make sure you won't be
interrupted: it's important that you're able to focus solely on
the appraisal.
Be enthusiastic but businesslike in your approach. Explain
the agenda for the meeting, and then cover everything you
said you would: performance relative to expectations, goals
achieved, future goals, any issues which may be getting in
the way of goals being achieved, and so on. This helps to
keep things objective, and minimizes defensiveness. And
remember to stick to specific results and issues: don't make
generalizations.
2. Cover The Positives First: As a manager, you want
people in your team to play to their strengths, so that you
and they can make the best possible contribution. During
appraisals and any other feedback session it's all too
easy to dive in by looking
at problems, and then spend most
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Interview
3. Address Any Areas For Improvement: Encourage the other
person to volunteer his or her own observations about
weaknesses or performance lapses. This again tends to reduce
defensiveness, and it sets a good tone for the rest of the
meeting. When the other person is talking, use all of your Active
Listening skills and, where appropriate, repeat information to
make sure you understand exactly what is being said.
As part of this, consider comparing and contrasting your
evaluation of the person's skills with their pre-session selfevaluation, and note and discuss any significant differences.
When you give and receive feedback, be sure to focus on the
situation not the individual. And where there are
disagreements, allow the person to describe his or her point of
view and try to reach consensus before moving on.
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Interview
4.Identify obstacles: Is there anything that's
stopping your team member from performing at his
or her very best? Perhaps a colleague in another
department is routinely late in providing necessary
information, or maybe your team member is
spending increasing amounts of time on a process
that could be automated with help from IT?
5.Discuss solutions: With problems clearly identified
and agreed upon, you can now concentrate on a plan
for improvement. Agree what each of you will do,
and set specific goals in order to resolve problems.
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Interview
Set new goals too: The appraisal is a chance
6.
to look at how to improve past performance, as well
as to make plans for future growth and development.
Take some time to explore ways in which this person
can contribute to the organization's success, and set
goals accordingly. And agree how people can develop
their skills further, so that they can be ever more
effective in the future.
7.
Summarize: End with a clear summary of what
was discussed and what was agreed. Plan another
meeting if you need to follow-up about anything. End
on a positive note, and make sure that this is the
start of ongoing feedback sessions, rather than the
end of the discussion until next year.
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After the Appraisal

Interview
1. Plan For Regular Appraisal Meetings.

Think about how often you should conduct
these meetings. In some organizations, for
example, having quarterly sessions may be
best.
2. Schedule Promised Actions. Where you've
agreed follow up actions, schedule these
appropriately, or put them onto your To-Do
List or Action Program
3. Remember, These Meetings Are Not
Optional. On-going performance appraisals
are vital if you're going to get the best from
your people.
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MAKING PERFORMANCE
APPRAISAL AN EASY
PROCESS
Holding regular informal one-to-one

review meetings greatly reduces the
pressure and time required for the
annual formal appraisal meeting.
Holding informal reviews every
month is ideal all staff. There are
several benefits of reviewing
frequently and informally:
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Benefits Of Reviewing
Frequently
And Informally
The manager is better informed

and more up-to-date with his or
her people's activities .
Difficult issues can be identified,
discussed and resolved quickly,
before they become more
serious.
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Frequently
And Informally
Help can be given more readily people rarely ask unless they see
a good opportunity to do so - the
regular informal review provides
just this.
Assignments, tasks and
objectives can be agreed,
completed and reviewed quickly
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Frequently
And
Informally
Objectives, direction, and purpose is more
up-to-date - modern organizations demand

more flexibility than a single annual review
allows - priorities often change through the
year, so people need to be re-directed and
re-focused.
Training and development actions can be
broken down into smaller more digestible
chunks, increasing success rates and
motivational effect as a result.
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Frequently
And Informally
The 'fear factor', often associated by
many with formal appraisals, is

greatly reduced because people
become more comfortable with the
review process.
Relationships and mutual
understanding develops more quickly
with greater frequency of meetings
between manager and staff member.
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A well-designed
performance appraisal
system supports an
integrated human
resource strategy
which enables the
attainment of
organizational and
business goals.
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EXERCISE
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Lesson 8 - Performance Appraisal

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Lesson 8 - Performance Appraisal

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How Do You Feel About

How Do You Feel About

And yet, if used properly,

Improve organizational performance,

Annual performance appraisals

Prepare - prepare all materials, notes agreed tasks and

If the appraisal is to be successful, the

BEFORE THE APPRAISAL

BEFORE THE APPRAISAL

2. Ask for Self-Assessment. Consider asking

BEFORE THE APPRAISAL

During the Appraisal

During the Appraisal

During the Appraisal

During the Appraisal

After the Appraisal

1. Plan For Regular Appraisal Meetings.

Holding regular informal one-to-one

The manager is better informed

up-to-date - modern organizations demand

many with formal appraisals, is

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