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Question:
Performance appraisal
is a very uncomfortable task for me. The process feels very vague
and subjective. When I talk with my direct reports, their perceptions
are not exactly the same as mine. In many instances we end up
discussing, and generally disagreeing about, what was expected
and what was done, and whether it was or was not accomplished.
Can you cast any light on the "fine art" of assessing
performance and performance appraisal?
Collaborations
Response:
We come across
many questions about, and uneasiness with, performance appraisals.
Our strongest suggestion would be to make the entire evolution
less "art" and more "science."
At the end of
the week, month or year there should be no surprises and no uncertainty
in either your mind or the mind of the employee whose performance
is being evaluated. At all times during the appraisal period
the employee should
clearly know how he or she is doing. The end of the appraisal
period should merely be a matter of documenting what has already
been discussed.
The old "I
haven't heard from anyone, therefore I must be doing O.K."
just isn't appropriate at best and is disastrous at worst. Everyone
wants to do well, and part of a leader/ manager's job is to clearly
define "well."
We suggest the
way to get clarity in the process is to involve the employee
in the entire process.
At the beginning
of the evaluation period sit down with the individual and jointly
identify and agree on goals, objectives, and performance criterion
which will be expected for a specified time frame. Ask the individual
to bring his
thoughts about what he might reasonably expect to achieve with
him in writing to your meeting. You, too, should arrive at the
meeting with your thoughts prepared, also in writing.
Together, come
to agreement about what the evaluation criteria will be for the
upcoming performance period. Discuss what performance criteria
looks like when it is above or below expectations. The individual
can use that to track her own performance throughout the time
period. When you meet periodically, you can use those clear,
concise expectations as a base for your discussion. You should
plan to meet at least quarterly, unless there is a performance
problem, in which case you should meet more often.
When the performance
period ends, you each should write an evaluation and then discuss
it together. There won't be any surprises if you've been communicating
along the way!
A vague approach
to the performance appraisal process creates an uncomfortable
and difficult environment for both of you. It also leaves you
open to criticism about being "unfair." To do performance
appraisal right takes time and energy, but it's one more joy
of leadership!
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