Posts Tagged ‘management’

How to Develop Your Employees by Providing Feedback

Thursday, July 28th, 2016

Part of a manager’s job is to help grow and develop talent for the organization.  And, most employees want to know how they are doing.  When managers take the time and effort to comment on an employee’s work, they are helping shape not only that employee, but the organization as well. But, when managers fail to provide feedback, they actually impoverish the individual as well as the organization. Performance-Evaluation-Form-Feedback

Some managers hesitate to give feedback for a couple of reasons:

1 – They may feel that giving positive reinforcing feedback to employees will “spoil” them or that it is not necessary since the employees are just doing the job for which they are being paid.

2 – They may dread the awkward conversation that sometimes happens when they must give corrective or improvement feedback, so they say nothing and hope the situation will improve.

At CAI, part of our mission is to replace fear with action.  We share with our classroom participants a simple formula for doing so.  It’s called the BIT.  BIT stands for behavior, impact and tomorrow.  It’s a handy way to remember that feedback, regardless of whether it is reinforcing or corrective, should have three elements:

  • Behavior – talk to the employee about exactly what he or she has observed or overheard doing or saying.
  • Impact – let the employee know the impact (again, whether positive or negative) that his/her behavior has on the customer, their colleagues or other stakeholders.
  • Tomorrow – finally, explain that you wish for the employee to continue exhibiting the positive behavior and encourage him/her to do more of it OR let the employee know that a behavior change must take place within a given time period.

Examples:

Positive, reinforcing:

  • Jason, I heard you speaking to an upset customer in the lobby this morning.  He sounded pretty angry.  You kept calm and did not raise your voice.  Instead, you asked him for more details and just listened.
  • The impact of your composure was to not only calm our customer down, but to preserve his business with us.  I feel confident that he intended to close his account when he first came into the lobby.
  • Jason, we appreciate your professionalism immensely.  Next week, we have a new employee starting in Customer Service.  Would you please make some time to let her shadow you on some of your customer service calls?

Corrective, need for improvement:

  • Marcy, yesterday I saw you turn your back on our auditor who was waiting for the key to the conference room. It was clear you saw her standing there, but you ignored her until she had to ask you again for the key.
  • The impact of this behavior is that in addition to being impolite, you have sent a message of indifference to the auditing staff, who is here trying to help us.
  • From tomorrow on, please make it a point to greet the auditors when they arrive and ask them how you can assist them.  Please extend the same courtesy to them as you would to our customers.

The BIT statement is a powerful tool that does not diminish the employee in any way.  It does not judge someone’s character or intent; it merely states the facts and their impact and further clarifies the manager’s expectations.

Let CAI help you optimize your management skills.

lindataylor

Linda L. Taylor, MS, SPHR, CCP, is a Learning & Development Partner at CAI. She brings more than 20 years of human resource and organizational experience to her role as a trainer. Linda is responsible for teaching CAI’s various courses, including The Management Advantage™, to train and educate members and clients. Her extensive experience as manager, consultant, and educator provides her with a unique skill set that allows her to effectively partner with member organizations and work to positively impact their business results.

 

An Effective Recipe for Managing One-on-One Employee Meetings

Wednesday, July 13th, 2016

1_1_meetingCoaching and mentoring employees is a critical part of any Manager’s job. Providing feedback to your direct reports can come in many forms and frequencies. Feedback can be either positive or negative and should always be presented as constructive. In fact, candid and constructive feedback, even if negative, is usually very appreciated by the employee. A Harvard Business Review study found that 57% of employees prefer corrective feedback and 72% say their performance would improve with more feedback.

How often should you meet with each employee?  We recommend at a minimum conducting a monthly 1:1 meeting with each of your employees. Now, to be clear, I’m talking about a regular monthly discussion about employee performance and development goals. I am not suggesting that you should only talk to your employees once a month, as good as that might sound to some of you.

What does the meeting look like?  One good technique is called the five by five. Imagine a sheet of paper that at the top has the employees 4-6 performance goals for the year and their development goals. Then below those goals the employee lists out the five activities they plan to work on over the next month towards accomplishing their annual goal. Then when you meet in 30 days, they first report on progress towards their five planned activities last month, and then they set five more activities for the next month. The manager provides feedback and input. This process repeats every month, forever. For this system to work, you must make it clear that the employee owns their performance, not you the manager, which is another tenet of effective performance management.

Here’s a sample meeting flow to get you started:

  • Begin the meeting with some casual conversation which will tend to relax your employee and get them to converse and open up. A simple “How are you?” or “How is the job going this week?” are good ways to start. Listening to their response may provide you with some insight on how you approach this meeting and about shaping the discussion.
  • The employee reviews progress towards last months five activities and / or development plan. Look for obstacles that got in the way and how / if they overcame them. Look to see if certain tasks are continuing to push out each month.
  • The employee then reviews the five activities they need to achieve next month in order to ultimately accomplish their annual goals / plan. Find out what obstacles stand in their way of accomplishing their activities. Are there processes or procedures which are difficult and or frustrating to work with or cause delays? Ask how you can help to remove these barriers.
  • Talk about alignment of priorities and values between the employee, you and the organization. Be candid about where you see where they are, and comparing it to where they think they are.  Work with them to make adjustments so you align more closely with each other’s expectations.
  • Now that you have discussed the current performance, you may want to review a few long-range goals, initiatives or projects. These may be stretch goals or also working on a cross-functional team.  Both sides should have something to gain by meeting these objectives. Establish checkpoints along the way to ensure these longer-range objectives are staying on track as well.

No one has time to waste in a long unproductive meeting.  Getting in to a regular 1:1 meeting rhythm like we suggest above with employees will help ensure the right items are discussed and we remain focused on the right plans.  Regular feedback goes a long way toward making employees feel valued and ultimately improves your overall employee retention.

Need help giving performance feedback? Check out CAI.

renee

 

CAI Advice & Resolution team member Renee Watkins is a seasoned HR professional with a diverse background in Human Resource. Renee provides CAI members with practical advice in a wide-range of human resource functions including conflict resolution, compliance and regulatory issues, and employee relations.

Fixing a Broken Performance Management System – Part I

Tuesday, July 5th, 2016

As a manager, few things are harder than delivering honest performance feedback to an employee.  Of course giving bad news isn’t supposed to be Performance-Review-Chalkboardfun.  Some managers avoid giving bad news altogether hoping performance improves on its own.  Others sugar coat the news to the point that the employee can’t see the problem.  Then there are those managers who just “tell it like it is” with no filters or tact.  They may succeed in getting their point across but at a cost.  

Many managers struggle equally at giving good performance news.  Some pour on the kudos so much or so generically that employees aren’t sure what specific actions are being praised.  And then far too many other managers don’t take the time to give any feedback at all, usually because they are so “busy.”   It’s no wonder why HR professionals and executives alike regularly bemoan the state of their performance management process.  So it seems that the only people that like how performance management is practiced at many companies are those slackers who aren’t being appropriately addressed …

At what cost? Employee underperformance is at epidemic proportions in some companies.  On average, U.S. managers waste 34 days per year dealing with underperformance.  Tolerated underperformance is also a leading reason top performers, who have to work harder to cover the slack, leave for greener pastures.  Eventually this underperformance affects customers and that of course affects the top and bottom line.  Don’t believe me, think of how frustrated you are as a customer when you’re at the hands of an underperforming employee.  How does that employee’s behavior affect your future buying patterns? 

The Cure.  Fortunately the cure for poor performance management is simple to understand and it doesn’t hurt.  And to be clear, the problem isn’t with whatever appraisal form you use. I’ve never seen an appraisal form that makes up for poor hiring, unclear expectations, infrequent or non-existent 1:1 meetings with employees, poor managers, poor execution,  and so on.  More on the form in next week’s article.

First, most employee performance problems are really hiring problems.  We regularly hire people that don’t fit our culture and then we waste valuable time trying to “fix” them.  I heard it put once, you’re hired [too quickly] for what you know and fired [too slowly] for who you are.  The cure: only hire people that fit your culture.   At this point I normally see executive eye rolling when I speak on this subject.  I realize that “defining your culture” seems like another “squishy” HR thing to a busy executive but the process really can be quite simple.  Minimally take your company values and find people that possess those values.  Of course this assumes we have values, and that we live those values daily.  Applicants either possess the values or they don’t.  This isn’t a 1 – 10 rating kind of thing.  If they posses the value, then take Gino Wickman’s advice in his book Traction and ask yourself for each applicant:  Do they Get it [the role], Want it [to work with you], and have the Capacity [knowledge, skill and capability] to do it (GWC).  I could add twenty more steps for defining your culture, and they probably won’t get you any farther than your values and GWC.

Second, there should be no disagreement over what successful performance looks like at your company. Instead of using out dated and/or generic job descriptions, consider setting clear expectations and measures for each employee that are directly or at least indirectly tied to organizational priorities.  So for example, a typical CFO job description might say “Assure optimum utilization of financial resources through sound forecasting and cash management.”  Alternatively, a success profile would say:

  • Reduce costs by 10% across-the-board to achieve EBIT objectives for the next fiscal year. 
  • Establish cross functional cost reduction teams within three months completing work in 12 months.
  • Within nine months, achieve a 15% price reduction in raw materials.
  • Develop a back-up sourcing plan to ensure cost reduction of $700,000 in year one.

Now imagine you’ve taken the time to establish annual performance objectives like that with each of your employees.  I realize it takes time for the manager.  But think how much easier it would be to measure performance, to deliver feedback.  Think of how much ownership the employee would have over the results.  And think of how much better your company performance would be if all employees were working a similar plan.  Unfortunately, without such specificity, the responsibility rests on each manager to subjectively determine if someone’s performance is satisfactory.  And that is a very uncomfortable place to be and is one explanation for why typical performance ratings don’t reflect reality.

So, hire people that fit your culture and provide crystal clear expectations of success for each employee and you’re well on the way to fixing your broken performance management system.  Tune in next week when I cover more secrets to fixing your broken system.

If you have employees in North Carolina and need help implementing or fine-tuning your Performance Management system, CAI can help with advice, information, tools, templates and more.

The Do’s and Don’ts of Managing a Multigenerational Workforce

Tuesday, September 29th, 2015

“Never in history has a workforce had four generations working together —until now.”

                –Dr. Kevin Snyder, 2015 Compensation & Benefits Conference

Diverse business group meetingSo who are these four generations working so closely together? In most offices, you will find the:

  • Matures- born from 1925 to 1946
  • Baby Boomers- born from 1946 to 1964
  • Generation Xers- born from 1965 to 1980
  • Generation Yers or ‘Millennials’- born from 1981 to late 1990s

Each generation comes with their unique set of stereotypes and stigmas. While the Matures are seen as loyal but lousy with technology, the Millennial crew seem to attract the opposite perception. While many of these stereotypes are exaggerated, it is undoubtedly true that each generation possesses a distinct set of characteristics from one another.

For many managers, this could sounds like a bit of a headache. After all, who wants a bunch of groups with differing ideas, schedules, and motivations working together? It may sound like a nightmare, but it could actually be an advantage if these differences of habits are leveraged correctly.

To effectively manage your workplace, follow these Do’s and Don’ts  to ensure the generations are working in tandem, and not against, one another.

Do know what each generation is looking for

Knowing your audience is a huge key to success. By understanding what each generation is looking for in a job, you can better manage their expectations and vastly improve their career contentment. Conduct surveys that poll your employees on what they find most rewarding about work. If you find that a large share of your Millennial employees are looking for a strong work culture, organize team lunches or wellness activities for them to take part in. If you find that many of your Mature employees desire one-on-one guidance, try to give them the extra personal attention that fulfills them. With a greater understanding of what makes each generation tick, you will be creating a more engaged, dynamic and productive workplace.

Don’t encourage generational separation

We all enjoy talking to someone we have a lot in common with, and shared age is a great and easy way to bond with a fellow employee. While many employees seem to naturally bond with coworkers of similar ages, it is important to discourage any extreme separation based around age in the office. By combining the varying tastes, attitudes and experiences of the multiple generations at your disposal, you will be fostering a healthy and collaborative dialogue between your employees. Though there is always a potential for conflict, your business would be missing out on the greater potential for new and dynamic teamwork by keeping the generations from working together.

Do recognize their varying strengths

Maybe you have a Millennial employee who’s great with technology, but not so effective when it comes to face-to-face interactions. Or the opposite situation could be true of a Boomer who thrives in personal interactions with others, but understandably lags behind in the tech department. Rather than spreading your employees too thin and expecting the Millennial and Boomer to become well-versed in their respective areas of weakness, recognize their independent strengths and leverage them together. If that means having the Millennial put together the PowerPoint and the Boomer giving the presentation, so be it. By appealing to each of the generation’s strengths, and not holding them hostage to their weaknesses, you will be doing your business and your employees a huge favor.

Don’t assume the generational stereotypes

As we said above, many of the generations possess differing ideals, skills and habits from one another. While it is important to recognize and leverage these varying strengths when you can identify them, do not assume that an employee will lack a certain skill or experience simply because it is not usually ascribed to their generation. By pigeonholing your employees to certain spheres along generational lines, you could be wasting heaps of potential. Be open-minded about each generation, and allow their strengths and experiences to present themselves in due course rather than forcing them into a box in which they may not belong.

If you would like to further discuss how you can more effectively manage a multigenerational workplace, please call our Advice and Resolution team today at 919-878-9222 or 336-668-7746.

4 Ways to Increase the Effectiveness of Your Management Staff

Thursday, June 28th, 2012

Your managers are one of your company’s strongest assets. They help your company run efficiently by supervising others and delegating duties, relaying information from senior leadership and making sure projects get completed. Increasing the effectiveness of your management team will benefit your organization’s productivity, revenue and morale. Giving extra attention to the growth of your managers isn’t time consuming or expensive. Try using the methods below to maximize the potential of your team leaders:

 Sharpen Their Skills

Whether you let them expense industry related literature, such as magazines and journals, to the company, or pay their way to attend a conference related to their position, helping your leaders attain new skills and knowledge will improve their job satisfaction and productivity. You’ll also see an improvement in their team’s performance.

Increase Their EI

Recent research indicates that employees with strong Emotional Intelligence (a person’s capacity for controlling his or her own emotions and recognizing and reacting to the emotions of others) can carry on and be successful through hard economic times and tough business predicaments. Not every employee comes equipped with a high EI, but taking steps to improve their EI is something all employees can do.

Strengthen Their Time Management

Managers juggle several tasks at once. They assign projects to their direct reports, implement strategies from senior management and work to complete their own projects. Learning to effectively manage time is an essential skill that managers should try to achieve. When leaders practice good time management, fewer errors occur, deadlines and results are met and last minute panicking is avoided.

Provide Feedback and Rewards

Make sure you consistently provide your managers with positive and constructive feedback on their performance. Help them succeed by encouraging them to give their best and attain their goals. Personally and publically acknowledge their accomplishments, and show your appreciation for their contributions whenever you can.

For more strategies to maximize the performance of your managers, supervisors and other company leaders, join us at CAI’s Training Showcase on July 19 in Greensboro and July 20 in Raleigh. Both programs are free and will run from 8:30 a.m. to 2:15 p.m. At each location you’ll experience abbreviated training sessions and participate in learning exercises to help you make the right development decisions for your staff. Come for a few hours or stay for the whole event to review CAI’s training options. Find more information and full agendas here: www.capital.org/showcase.

Photo Source: Victor1558

Four Ways to Build and Sustain Trust in Your Workplace

Thursday, January 26th, 2012

Are you constantly checking and rechecking the work completed by your employees? Does your boss often say phrases like, “it’s my way or the highway” or “that’s not the way you should do it”? Have you noticed your staff members watching their backs or withholding information from their coworkers? Do people consistently give you instructions that are contradictory? If so, your organization is suffering from a lack of workplace trust.

Building trust in an organization is no easy feat. Time, dedication and care are essential for keeping trust nurtured and sustained. Trust is a fundamental value that all companies should practice because it improves almost every business facet, including retention, morale, communication, customer service and productivity. Employers that focus on trust exhibit confidence in the decisions their workers make, have more collaborative workflows and keep employee motivation high.

Because trust starts at the top, ensure that management is included in your efforts to improve trust at your organization. Employees will quickly follow suit when management is leading the way. Incorporate the tips below into your workplace processes and see the level of trust increase significantly.

1.  Establish Values

Use your company’s mission and values extensively. All employees should be aware of what they are, and they should all strive to uphold them. Revisit your mission and values during staff meetings and post them in different areas in your workplace. Your business changes over time, so make sure to continually review, revise and align your mission and values with the business results you want to produce and the employer brand you want to exude. Ask for input from your staff members when reviewing and revising.

2.  Communicate Openly

Being transparent in your business practices will gain you the trust of your employees. Don’t disseminate information to only a privileged few (unless it’s confidential) because outcries of favoritism will inevitably ensue. Instead, frequently share information with all staff members. Employees don’t like being in the dark, and they will become more engaged the more you communicate openly with them. Additionally, don’t shy away from telling staff members bad news. Even though the news may not be desirable, they will respect the fact that you gave them the truth.

3.  Respect all Employees

Just like trust, respect is earned. You can’t expect your team members to follow your lead if you don’t respect them or the contributions they make to your organization. There are a number of ways in which you can show your employees that you respect them. Don’t micromanage them and obsessively recheck over their projects. Give them clear expectations and autonomy, and they will produce good work. Show them that you are interested in their lives by getting to know them. This can include learning their children’s names or the sports team they follow. Ask for their opinions on business initiatives, and stay informed about their personal short-term and long-term goals. No matter if they are full-time, part-time or temporary employees, recognize the work they perform by thanking and praising them often. Trust is easier to maintain when each of your team members feels valued and supported by the company.

4.  Be Human

Too many managers want to appear perfect, but the ones who resonate best with their employees acknowledge their mistakes and confess when they don’t know an answer. Yes, admitting imperfection will make you more vulnerable, but it will make you more human and that’s a characteristic that employees want in their managers. Let your team members know that mistakes can happen, but they must make a commitment to learn from them. Another way to show empathy is to respect your employees’ work/life balance. Unless they give you a reason to doubt them, trust that they will complete their assignments, and allow them to enjoy their lives outside of work. Be loyal to your employees and they will reciprocate.

You can’t establish workplace trust overnight, but you can destroy it in a matter of seconds. A continuous effort to show employees the importance of trust is necessary to keep it alive at your organization. Integrate trust in your values, performance appraisals, onboarding practices and other workplace activities. Companies that rate trust highly are more successful than companies that don’t. For more information on building trust at your organization, please contact a member of CAI’s Advice and Counsel Team at 919-878-9222 or 336-668-7746.

Photo Source: korapilatzen

Key Qualities for Promotion to Management

Tuesday, March 29th, 2011

There are two types of employees – those who view their work as a job and those who view their work as a component of a long-term career. Both professional types can excel in performance, but for employees who are career motivated, operating as a subordinate is not enough.

For the employee seeking to climb the company ladder, it’s important to understand the qualities companies seek, and what can currently be done to assist in career advancement. Consider the following as you strive to claim your seat in management.

Showcasing your worth –The benefits of internal promotions are obvious to the individual – increased finances, added respect from company peers and a voice that carries a greater influence and reach, but how does the company benefit from your advancement? To join the management team, your value needs to be recognized. Whether it’s generating additional revenue, cutting cost or bringing new insight, the benefit needs to be clear.

Solid working habits – Members of the management team share common characteristics of dependability and decision-making. Can you do what you say you’re going to do, when you say you’re going to do it? In moments of challenge, when answers need to be received, can you call the shots? It’s the reliability that companies count on from management that results in success.

Level of efficiency – Companies value the employee who is time-oriented. Because the speed at which you operate is fundamental, form a habit of completing work in an efficient manner. Understand the difference between critical assignments and those that can be put on hold. A majority of CEOs agree that employees on track for advancement have a keen ability to establish priorities and sift through the essentials.

Teaching abilities – An essential quality of management is that the person’s level of expertise can be relayed and transferred to other employees. You can perform well, but to manage, you need to be able to teach, support staff, communicate information and share knowledge clearly for others to follow.

Avoid silence – You may be the best person to ever fill your job, but if no one knows about your achievements, how will your work ever be recognized? In the business world, it helps to occasionally “toot your own horn.” Give updates on your success to supervisors, find a mentor within the company that can spread your praises, but most importantly, make your voice heard.

A management role is not appropriate for all individuals. If you’d like to be a manager, make it a point to concentrate on your present performance. Those currently sitting at the table are continuously evaluating employees for when the team is ready for expansion. What you are doing right now will be the leading factor in the decision process six months down the road.

For additional information, please call a member of CAI’s Advice and Counsel team at (919) 878-9222 or (336) 668-7746.

Photo source: half-blood prince

Top 10 Reasons Employees Stay with an Organization

Tuesday, March 15th, 2011

If employee retention is a focus area for your organization, you may want to consider asking this question during the discussion phase when giving your next employee performance review:

“What would it take for you to leave?”

In fact, you may want to do it sooner.  You might be very surprised at the responses you hear. Many of your employees will not be able to think of a reason they would leave, which says a lot about your organization.  And those that do respond with reasons they would consider leaving your company provide valuable insight into how you can make improvements to retain your most valued employees.

Why wait until an exit interview to determine why an employee decided to leave? Engage your good performers when the opportunity presents itself and find out what might cause them to leave before they really do leave.

Beverly Kaye and Sharon Jordan-Evans surveyed more than 17,000 employees with various organizations for their book Love ‘em or Lose ‘em about reasons why employees stay with an organization. Below are the top 10 reasons from their survey:

  1. Exciting work and challenge
  2. Career growth, learning and development
  3. Working with great people
  4. Fair pay
  5. Supportive management/good boss
  6. Being recognized, valued and respected
  7. Benefits
  8. Meaningful work and making a difference
  9. Pride in the organization, its mission and its products
  10. Great work environment and culture

It’s often assumed that pay is the chief lure for an employee to jump ship.  However, that is clearly not the case.  Even if you’ve had to freeze salaries over the past couple of years, if you can provide your employees with challenging work, give them the opportunity to learn and grow, and have created a work environment of support and camaraderie, you have a very good chance of being able to retain your top performers.

But, of course, the best way to find out where you stand is by asking your employees directly.  Take some time to find out from your employees why they stay with your organization and, more importantly, why they might leave. If you have questions regarding employee retention, please contact a member of CAI’s Advice and Counsel team at 919-878-9222 or 336-668-7746.

Photo Source: Shuttleworth Foundation

Human Resources Certification is an Advantage

Tuesday, February 1st, 2011

HR Certification Institute (HRCI) Executive Director Mary Power was recently interviewed regarding the importance that employers place upon HR-certified applicants. A study conducted by HRCI showed 96 percent of hiring employers indicated that certification was an advantage for HR applicants and 91 percent felt it was an advantage for employees seeking promotion in HR.

According to the study, certification provides benefits for both companies and individuals. From the company standpoint, improvements were reported in customer satisfaction, employee engagement, turnover and profits.

In addition, employers and certified HR professionals indicated that certification:

  • Increases employee knowledge
  • Ensures HR knowledge is up to date
  • Demonstrates employee commitment to HR
  • Is good for the reputation of the organization
  • Increases employees’ confidence in their ability to do the job
  • Shows the organization takes HR seriously
  • Gives employees greater trust and confidence in the HR department
  • Makes HR professionals think more strategically

Every few years, the HR Certification exams are evaluated and updated to be certain they remain relevant to the real world of HR and that eligibility requirements are in line with professional certification standards. The new eligibility requirements for 2011 are as follows:

PHR (Professional in Human Resources) Eligibility
1 year of demonstrated professional HR experience with a Master’s degree or higher;
2 years of demonstrated professional HR experience with a Bachelor’s degree; or
4 years of demonstrated professional HR experience with less than a Bachelor’s degree.

SPHR (Senior Professional in Human Resources) Eligibility
4 years of demonstrated professional HR experience with a Master’s degree or higher;
5 years of demonstrated professional HR experience with a Bachelor’s degree; or
7 years of demonstrated professional HR experience with less than a Bachelor’s degree.

GPHR (Global Professional in Human Resources) Eligibility
2 years of demonstrated global professional HR experience with a Master’s degree or higher;
3 years of demonstrated professional HR experience (with 2 of the 3 being global HR experience) with a Bachelor’s degree; or
4 years of demonstrated professional HR experience (with 2 of the 4 being global HR experience) with less than a Bachelor’s degree.

CAI provides PHR, SPHR and GPHR certification study courses, both in person and web-based.  Please see www.capital.org for additional information.

Photo Source: Wikimedia Commons

Performance Appraisals – Eight Steps to a Better Process

Tuesday, January 25th, 2011

Performance appraisals have been in use for more than 50 years as a standardized method for evaluating an employee’s job performance.  Most performance appraisals are conducted annually, but if job performance isn’t evaluated throughout the year as it happens, employers miss the opportunity to get the most productivity and best quality efforts from their employees.

Avoid common errors during employee performance appraisals.Below are eight steps to a better performance appraisal process.

#1 – Make Performance Appraisals an Ongoing Process

Employee management is an everyday process.  Rather than wait for an annual performance review, managers should provide both constructive criticism and praise to their employees throughout the year and use the annual performance appraisal to summarize the prior year’s performance.

#2 – Be Prepared

Forms and paperwork should be completed on time, and any solicited feedback from management and peers should be compiled and entered. Take the time to review the employee’s self-assessment prior to the appraisal meeting and be prepared to offer feedback.

#3 – Focus on the Entire Year

In summarizing the employee’s accomplishments throughout the prior year, try not to focus too much on only one or two events, or recent projects. Offer criticisms and praise that are general and that span the entire evaluation period.

#4 – Be Interactive

The performance appraisal must be interactive in order for the employee and the manager to arrive at the same conclusions at the end of the review. Employees may be nervous or apprehensive when entering a meeting about their performance, and the manager should strive to put them at ease.

#5 – Employees are Individuals

Employees should not be compared to other employees in their performance appraisal. Each employee must be evaluated according to his/her job description and performance in his/her job.

#6 – Solicit Feedback from Others

As a manager, you will want to request input from other managers, team members, and stakeholders with whom your employee interacts. The more information you have regarding how others in the organization view an employee, the better your position will be to help him/her be successful.

#7 – Performance Levels Dictate Merit Increase Levels

Giving two different employees very different performance appraisals and awarding them identical increases sends a message that performance does not matter.

#8 – Listen to Your Employees

The performance appraisal is an opportunity to provide feedback to an employee and also to gain valuable insight from the employee’s perspective. It is an important time to listen to your employees – one on one – and get their viewpoints on their performance and the organization as a whole.

For additional information on the performance appraisal process, contact a member of CAI’s Advice and Counsel team at 919-878-9222 or 336-668-7746.

Photo Source: Geograph