LEADER AS EVALUATOR…
LOOKING BACK TO MOVE FORWARD:
Conducting Performance Appraisals That Make a
Performance Difference
Most managers are charged with the task of conducting
performance evaluations, and few managers or employees
look forward to it. Procrastination and avoidance have
often delayed the provision of feedback on a timely
basis. Therefore, poor memory, dread of delivering bad
news, and outright errors in judgment are a few of the
culprits that have traditionally made performance
appraisals one of the least pleasant events in the
workplace. To make matters worse, once performance
reviews were complete, the usual response has been,
“Whew! I’m glad that’s over!” and there has been no real
impact on performance.
When leaders implement the skills they learn in this
workshop (as well as its prerequisite, From Team Cop to
Team Coach), the performance appraisal is transformed
into a true “development interview” that motivates
employees, improves performance, and strengthens the
employee-manager relationship. They learn such concepts
and develop such competencies as:
-
how to avoid the most
common and costly errors in evaluating employees’
performance;
-
eight myths about
performance appraisal;
-
how to incorporate and
accurately balance positive and negative performance
during the evaluation period;
-
what to do if the
appraisal “goes sour;”
-
how to use a proven
format for conducting an interactive review that is
fair and that makes a real difference in
performance;
-
how to go beyond
appraisal to tap into the team member’s dreams,
hopes, talents, and motivations and to learn ways to
bring out the best in that person in the future.
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