Performance Appraisal and Feedback Feed-Forward

A Managers Guide by

Dr. Ajay Shrivastav

HR Consultant, Leadership Trainer and Executive Coach

The Next Practices

URL www.thenext.net.in, Email ajay@thenext.net.in

The Context
Performance Appraisal is one of the most important activity with significant impact on organizational success as well as individuals career. Its basic purpose is to create performance driv en culture resulting into increased employees performance and efficiency. But sometimes it turns out to be merely an annual ritual. While the Performance Appraisal is intended to increase employees motivation, more often than not, it turns out to be a grief generator. Following some basic guidelines can help make this process achieve its desired objectives.

Tips for Appraisers

Show Commitment While we eagerly look for this activity, we fail to show the desired commitment towards it. The following simple steps can enhance its effectiveness manifolds.

Allot sufficient time for the discussion. Mutually decide the time for the discussion. Dedicate that time only for the performance discussion. Kill any distraction no side discussion, no meeting etc. Eliminate electronic interference no mail, no call during the discussion.

Preparation is The Key - Prepare well for the discussion. Look at the Goal Sheet and compile all relevant data. Make notes of activities or behaviors relating to the goals. Ensure both the appraiser and employee use the same data source.

Take Responsibility As a manager, it is YOUR responsibility to make this process succeed. The following basic tips, often ignored, can create an excellent environment for a productive appraisal. Arrange chairs to interview side by side rather than across a desk, making the situation one of sharing ideas rather than confrontational. Welcome the employee and show genuine interest in the discussion process. Block your diary for around one hour for the discussion and dont appear to be hurried. Show respect by keeping your mobile in silent mode nothing else is more important than this discussion. Start the discussion on positive note and make the employee comfortable. Encourage the employee for open and frank discussion. Use open handed body language and good eye contact.

 Be Objective It is the heart of the activity. Look at the following guidelines. Establish the purpose of the discussion. Advise the employee what you would like to accomplish during the meeting. Dont talk in generalities. Be specific about the situations. Keep to the facts. What is the evidence that will be the background to your discussion? Focus on the actual results that have been achieved not on emotional issues. Discuss the job behavior and outcome. Avoid personality. Review the performance for the entire period under review. Dont get carried by recent events favorable or adverse. Avoid comparing with others performance. Avoid using subjective, vague, or overly broad descriptions, such as poor attitude or no init iative. Give specific, objective comments and/or examples like

Instead of this subjective comment.. Use this objective comment.. Lacks customer orientation. Not quality conscious. Lacks commitment. Lacks fire in belly. I dont like your attitude. Does not greet customers quickly. Has an error of 15%. Did not meet the project timeline. Did not take initiative to meet the shortfall. Your behavior indicates that you resist doing work that is asked of you. (Cite specific examples of inappropriate behavior.) Please speak more respectfully to our coworkers and your supervisors. You have the ability to perform well on the job and to be successful. In order for this to occur, you need to change the behaviors that are standing in the way of your success on the job.

Your personality is too abrasive toward your co-workers and to me. Its too bad youll never succeed because of your attitude.

 Unshackle Yourself Since the appraisal discussion is followed by Bell Curve The real Grief Generator which leads to decision on incentive, increment and career progression, it is very important to look at the following disastrous tendencies. Sometimes, managers mentally set the bell curve even before the discussion and the entire discussion is steered towards validating the bell curve. Refrain from doing so, it kills the essence of the process. Dont link promotion discussion with the appraisal. Promotion depends upon many factors past performance is just one of these. Dont operate with guilt about employees previous rating and promotion. Focus on the current performance discussion.

It is Feed-Forward, dear While you are reviewing the past performance, instead of only providing feedback, use the following feed-forward tools. Provide recognition for desirable behavior, especially since the last review. Let employee know how much you value and appreciate their work. Be aware that you are in an ongoing relationship with your employee and you need to conduct and finish the appraisal in such a way that this relationship is developed, not irrevocably damaged. Ask for the employees views on problems, suggestions for changes, improvements, etc. Do not interrupt the employees commentary. If the employee is upset, let him/her blow off steam. Be a good listener. Thank the employee for his/her input. If the meeting has included discussion of major concerns about the quality of the employees performance, express confidence that the two of you can successfully work through the difficulties together. Outline and discuss action plans for improvement with the employee. Let the employee know what behavior you expect, whether you desire to reinforce positive behavior or make a change. Encourage the employee to make as many suggestions for self-improvement as possible. Include training or development plans when appropriate. Set a realistic timeline for improvement. Provide input on how their can performance be improved, what new skills they will need for the future, what they will need to do to adapt to a new situation that is on the horizon. The appraisal should result in action points and ideas for developing the skills and performance of your staff.

Guidelines for Handling a Meeting with a Poor Performer

1. Be honest and frank regarding performance deficiencies. Address areas that the employee has control over and can change. 2. Use tact and sensitivity without getting personal when discussing the employees work performance. 3. Have documentation and evidence available. 4. Make sure you have also documented the times you have spoken to the employee about his/her performance. This chronological history will assist you when you discuss specific dates of performance deficiencies. 5. Have written performance standards (Goal sheet) to show the employee. 6. Show the employee examples of how his/her work do not meet performance objectives. Consider and discuss the possible cause of the performance deficiencies. 7. Set improvement goals. Set short-term goals that are specific and achievable for the employee. Explicitly state the level of performance you expect for the persons work to be considered acceptable. Arrive at an agreement with the employee to improve performance within a certain amount of time. Set measurable standards for improvement and work together to determine how the performance objectives can be accomplished. Be positive about the employees ability to improve. 8. Establish an action plan. If required, arrange for extra training, coaching or mentoring. 9. Schedule a follow-up on progress meeting in one or two months to assess the progress that has been made, or establish another way to monitor the employees progress towards achieving the established goals. 10. Be honest with the employee about his/her future without being patronizing or admonishing. Spell out exactly what the employee has to do to improve and what the consequences will be if he/she does not change the performance. You may wish to consult with Human Resource Team for guidance on addressing employee performance issues and to ensure consistency across organization in handling similar situations. 11. If performance does not improve after a reasonable period of time and you believe you need to start the progressive disciplinary process, contact Human Resource Team.