Evaluating Performance
People are employed to get good results for the company. Their rates of success are intrinsically linked to how they are directed, reviewed, rewarded, and trusted by management.
When choosing methods of assessing your staff's performance, always make sure that the end result has positive effect on motivation and increases people's sense of self-worth. Realistic targets, positive feedback, and listening are key factors.
Appraising to motivate
Regular, one-to-one assessments with your staff provide an efficient
two-way forum in which to set and review realistic achievement targets,
provide feedback on performance, and listen to and consider any problems
employees may have. For example, a sales executive may feel that he
or she is under-performing, when in fact sales targets have been set
too high. During the appraisal, these targets could be reviewed and
set at more realistic levels. Remember that your chosen methods of assessment
must have a positive effect on people's performance levels and motivation.
Judging fairly
An appraisal should leave staff feeling motivated and happy about their
work, so make a point of recognizing employees' achievements and unique
skills, and offer guidance on ways in which they could improve their
performance. Try to avoid using these meetings negatively to criticize
and dwell on faults, although do not avoid giving constructive criticism
as necessary.
Qualities to Appraise
Understand what personal attributes go with successful work behavior,
and your judgments and suggestions at appraisals will contribute more
effectively to success.
| Appraising Personal Attribute |
| Positive |
Negative |
- Enjoys uncertainty
- Asks questions
- Tolerates ambiguity
- Looks for alternatives
- Is self-critical
- Seeks and weighs evidence
- Reflects on matters
- Communicates effectively
- Is willing
- Gets on well with other staff
- Uses initiative
- Can work unsupervised
- Is flexible
|
- Expects certainty
- Accepts what he or she is told
- Dislikes ambiguity
- Ignores conflicting evidence
- Is impulsive
- Values "gut feelings"
- Uses "either/or" thinking
- Is unresponsive
- Is reluctant to take on new tasks
- Is unpopular
- Is not proactive
- Requires constant supervision
- Is not adaptable
|
Dealing with underachievement
If objectives are not achieved, ask the following three key questions, and avoid
accepting excuses for the answers. You want to find out exactly why the person failed
to meet the objectives to prevent it happening again. People regret underachieving, so
agree objectives with them that are fair but reasonable stretching. Remember that what
seems daunting often proves to be surprisingly easy.
Questions to ask yourself?
- Was the situation understood but the objective too difficult?
- Was the situation misunderstood or was the objective inappropriate?
- Was the failure to meet the objective entirely due to causes within the person's control?
Key Points
- Begin an appraisal by concentrating on what a person has done well.
- If people fail, ask what you can do to help them.
|
