Section 3: Supervisor Tips for Conducting the Appraisal Meeting
During the meeting, the following format and communication techniques will help you provide recognition and make employees more open to ideas for improvement:
Open the Meeting by Stating Its Purpose and Format.
- Emphasize that the goal is to objectively review performance and promote improvement.
- Mention the importance of two-way communication.
Discuss the Overview
- Briefly summarize the employee's performance over the last year. Emphasize the positive when possible before noting areas for improvement.
- Review the rating system and definitions within each category.
Give Your Observations and Appraisal of the Employee's Performance for Each of the Designated Areas
- Discuss accomplishments and strengths first. Provide specific examples, offering credit and praise where it's deserved.
- Discuss weaknesses or areas where performance fell short, with specific examples.
- Acknowledge any circumstances beyond the employee's control.
- Focus on this employee; do not compare him/her with any other employee.
Expect Disagreement and Encourage Two-way Discussion
- Try to achieve mutual agreement – agree to disagree only if absolutely necessary.
- Let unhappy employees vent, but don't get into arguments.
- Avoid attacks – keep it objective and use examples and statistics to back up your conclusions.
- Ask if the employee has any suggestions to improve performance.
- Discuss your measurable personal goals and department goals linking to the College's goals for the next year.
- Offer help (training, coaching) when applicable.
- Discuss a timetable to monitor progress.
Close the Meeting on a Positive Note
- Assure the employee that you want to work together towards further development.
- Summarize agreed-upon actions.
- Have the employee sign the review document and note any comments.
Responding to Reactions
Employee who is Not "On Target"
- State the situation clearly. Emphasize performance, with concrete examples in the "As evidenced by" section following the related critical success factor. Be sure to discuss these examples in the meeting.
- Make employee aware of consequences of poor performance.
- Encourage employee to discuss the problem.
- Coach employee to develop solutions to problem.
- Offer help, agree on action plan, and set frequent follow-ups on progress.
- Show appreciation and don't take for granted.
- Discuss something new that you've observed or would like to see for the new year (goals, accomplishments, etc.).
Employee Who Agrees Too Quickly
- For some people this is a way of avoiding a problem. Probe to see what their real feelings are.
- Make sure employee understands problem and consequences.
- Determine if agreement is sincere and emphasize steps for improvement.
- Establish process to follow up.
- Let employee blow off steam but don't interrupt.
- Listen and ask open-ended questions to identify the true nature of the challenge.
- State your point of view calmly.
- Don't try to reach agreement if employee stays angry. Set a second meeting.
Employee Who's Just Getting By
- Clarify standards and expectations.
- Ask open ended questions and listen to identify employee's feelings about the job.
- Reinforce strengths and mutually develop a plan for improvement.
- Establish process to follow up.
Employee Who Wants Too Much
- Remind employee that compensation and increase guidelines are set by the College and reviewed periodically to ensure internal and external equity.
- Explain that promotions reward performance over time, perhaps years.
- Let the employee know that career advancement doesn't always involve moving up. Growth can occur by expanding scope in current job or a lateral move.
- Make no promises, and don't let employee infer any commitments.
- Provide a realistic picture of future prospects.
- Ask open questions to encourage employee to talk ("What do you think of…" "What are your plans for…").
- Listen and show interest.
- Do not feel obligated to fill silences.
Supervisors: Preparing for a Performance Review
Performance Reviews: A Video linked from www. Bnet.com.
Are you daunted by the prospect of performance reviews? Giving negative feedback can create anxiety, especially for first time managers. By preparing in advance, controlling the setting and following up, your employees will know you are dedicated to their success.