(HR) Appraisals—Worth Doing Right (Yes, It’s Possible)

Practical advice on making your performance reviews more meaningful..

No Surprises, Please

One of the most-cited problems with performance appraisals is the blow to morale and productivity in the time leading up to—and for months after—the information is delivered. Why? Because employees don’t know what to expect and managers are reluctant to deliver bad news. But, to every extent possible, the contents of a performance appraisal should never be a surprise.

Just because the review is annual, that doesn’t mean managers only point out the successes and failures in employees’ work once a year. The performance appraisal should simply be a means of memorializing the feedback employees are receiving from their managers and their peers on a regular basis. And certainly, don’t delay performance improvement efforts until review time.

Consider 360-Degree Reviews

A 360-degree review is one that collects feedback "all around" the employee—from peers, supervisors, subordinates, and even customers and clients. These reviews not only have the benefit of providing an assessment of the employee’s work from multiple perspectives and on a variety of talents (productivity, management skills, team orientation, attitude, interpersonal relationships, etc.) but they also engage employees— all employees—in both the giving and the receipt of feedback.

When employees feel engaged in both sides of the appraisal process, they are more likely to accept the resulting feedback as thoughtful, objective, and worthwhile—and they are then more likely to act on the suggestions.

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Ask employees to self-evaluate, but also to self-motivate.

Another common element of performance appraisals is the self-evaluation, which may be nothing more than a brief paragraph or two in which the employee highlights his or her top achievements.

But what if you also asked your employees to self-motivate—in other words, to set their own improvement goals? This input may reveal interests, motivations, and career goals that you didn’t realize your employee had.

Employees may feel more comfortable revealing interest in a future management position by suggesting a goal to "take on more leadership opportunities" or to seek training in an adjacent skill set. This also provides an opportunity for workers to take real ownership in their performance goals (i.e., their career development) and to do so with your company.

Measure AND Develop

Once areas for improvement are identified, ensure that your managers and employees have the tools needed—including open and regular communication—to develop those areas and to evaluate and acknowledge ongoing progress.

With development comes retention, and retention is a worthwhile result of the performance appraisal investment.

Performance management—just one more constant challenge for HR managers. From hiring to firing, HR’s never easy, and in a small department, it’s just that much tougher.

Source: HR Daily Advisor