Ten steps to effective appraisals

Why do so many people hate appraisals? Most managers and team leaders dislike doing performance appraisals. Supervisors often feel uncomfortable making judgements, giving harsh feedback and then perhaps creating a conflict situation. Appraisals are often done because they “have to be done” and the perception is that there is no real benefit and it’s a waste of time.

It’s early in the year – so now is the time to plan for appraisals and make them the best they can be.

I interviewed psychologist Peter Quarry, an expert in the field, and he had 10 tips to ensure you have a flawless appraisal.

1. Avoid surprises
Appraisals are a chance to give feedback, but this should not all happen on only one day of the year. Feedback should not be a surprise for anyone, it should be ongoing. That way it’s motivating, people can make adjustments and problems get solved sooner.

2. Base appraisal on the job
Criteria for an appraisal should relate to the job. They should be relevant and based on a job description, forming part of the job or performance plan. KRAs – Key Result Areas should be determined with specific standards for certain tasks/skills, and all of these should be known by the staff member well in advance.

3. Encourage employee participation
What sort of preparation should the employee do before? Research shows that staff are more positive and committed to outcomes if they are involved. So set the date and ask the employee to prepare and assess themselves first.

4. Use of forms
Forms can be helpful, but too often the completion of the form becomes the central activity. So don’t get driven by the form. Make it more of a conversation. Some organisations request people to do their forms before the meeting so they can be discussed during the meeting.

5. Separate ratings from the discussion
Ratings on the forms are often an issue. Employees can get defensive when ratings are the central issue and perhaps lower than they had anticipated. It can be especially sensitive when ratings are linked to pay and someone is expecting a pay rise. Ideally have developmental conversation at different time from a rating conversation. Consider doing the ratings later.

6. Getting started
So, how should you actually start the appraisal interview? Get commitment to the discussion. Make sure the setting is comfortable, that there are no interruptions and allocate enough time. Open with an introduction about the goals of the interview. Stress the goals of the appraisal as an opportunity for feedback, development discussions, career conversations and problem solving.

7. Ask for feedback
Make sure you put emphasis on feedback being two-way feedback. Remember, as a manager one of the best things you can do is to ask for feedback from the staff member about your performance as their manager. What help do they need? What could you improve to provide better supervision to them? Feedback for managers is an important part of the appraisal process. And when you do get any negative feedback yourself – don’t be defensive, be grateful they are telling you rather than telling others behind your back. Model listening and show how to accept negative feedback and be open to change. Ask for specific examples. Thank people for taking the time and having the courage to say something. Then see it as an opportunity to improve your leadership style.

8. Structure the meeting
Where do you start? Move form the general to the specific. Start with the overall/global issues about the job and their performance over the year or six months since their last appraisal. Ask how they are feeling. Work through the job description, then go through specific areas one by one. Ask the employee what they think, then offer your own opinion. Note areas of agreement and disagreement. Identify and note action issues and plans for employee development.

9. Tips for giving negative (constructive) feedback
Giving negative feedback is always challenging. Make sure the feedback is very specific with examples, and make sure it is balanced so you are not just giving an overload of negative feedback. Positive examples are needed as well. Ask the employee to share their thoughts on feedback and make sure you get agreement to any development issues and plans.

10. Agree on action plan
Summarise all the actions for improvement (both short-term and long-term). Summarise career issues, resource issues and make sure you agree on the plan of action for development. Put the plan in writing and share it with the employee or ask them to write it out and give it back to you. Make sure you set a review date to assess the action plan.

See clip of 10 Steps to Flawless Appraisals.

Eve Ash has produced a wide range of resources on performance management including Reinventing Appraisals and Coaching Challenges all available at www.7dimensions.com.au.