Performance appraisals can be a valuable part of an effective staff management process when planning for future career development and in turn can add to the successful development of the company as whole. When executed correctly appraisals offer managers an opportunity to give positive feedback to employees, encouraging them to improve their daily performance whilst making employees aware of the company’s long term aims.
Successful regular appraisals also allow managers to become more acutely aware of their team’s personal skills and goals, enabling them to manage on a more bespoke level. Appraisals can provide a formal, recorded, regular review of an individual's performance, and a plan for future development. In short, performance and job appraisals are vital for managing the performance of people and organisations.
However, both the process and the output of appraisals are often not as valuable or effective as they could be. The idea of appraisals is a good one: a chance to review, assess, debrief and generally, develop the skills and confidence of the person being appraised. However, they do not always yield positive results, often due to two main factors: either the appraisal focuses too heavily on procedures over people, or the manager conducting the appraisal is not experienced enough, trained in appraisals or close enough to the person being appraised for the appraisal to have any real value. Appraisals are often in danger of becoming 'tick the box' exercises that cause a great deal of anxiety which, on completion, are neglected with the information discussed and gained often left and forgotten until the next scheduled appraisal.
Take the example of the appraisal process adopted by many organisations for call centre agents. An agent is usually appraised on their work rate for example how many calls they take or make and how long they spend on each call. In fact, their performance is often governed by extraneous factors - for example, the call flow rate, the ease at which information is available, the behaviour of other departments and so on. Often their personal performance and skill development is overlooked and their future opportunities are based on a very false set of results.
A ‘conventional’ appraisal is not always an effective means of performance improvement and is often perceived as destructive rather than constructive feedback; a judgement imposed by the hierarchy. Useful feedback, on the other hand, would be information that tells both the manager and the agent how well the systems and processes available to them were functioning and possibly even lead to suggested improvements.
Conducting a ‘Forward-Looking’ Approach to Performance Appraisal
The focus of performance appraisals needs to shift away from evaluation and the strict appraisal of performance towards a more forward-planning approach. This centres upon improving performance and developing the appraised by means of a well-prepared, honest and open discussion. However the best prepared and formatted appraisal in the world won't really be effective if the person running the appraisal isn't handling it professionally with long-term interests involved.
A truly valuable appraisal is actually an agreed summary of what has been happening since the last appraisal and what both the employee and the appraiser wishes to be the case by the time of the next appraisal. If it is left to review twice a year, all the opportunities to support and guide the employee towards the wished improvement can be missed. People need to be engaged in the idea that managing people and being managed is constant.
What is the best format for Appraisal?
One of the most effective and least disturbing forms of appraisal is the informal one-to-one format whereby the appraisal usually revolves around face-to-face discussions during which one employee's work is discussed, reviewed and appraised by a manager using an agreed and understood framework.
A similar informal approach that is becoming increasingly popular in the corporate world is the 360° appraisal by which peers can appraise each other. Even customers and other stakeholders can be involved within this type of open framework.
The discussion at a formal appraisal interview should focus on:
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Behaviours and outcomes
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Issues and problems
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Constructive development to improve the appraised motivation, growth and performance.
It is common to talk about previously agreed objectives, and how well these have been met, and to explore and agree appropriate objectives for the next period, together with any development needs arising. The interview should not include any discussion that involves personality or subjective criticisms.
The appraisal process requires thorough preparation on the part of both appraiser and appraisee. The appraiser needs to be aware of discriminatory legislation and to have the skill and tact to avoid offence, or a drift into personal attacks. The appraiser also needs to be sensitive to, and address, any doubts, fears or anxieties that the appraisee may have, before the full appraisal discussion is broached.
Appraisee’s should:
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have a clear picture of what is expected of them
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be able to discuss priorities
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gain a platform to remove confusion when overload occurs
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receive feedback on their performance
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be heard and respected
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be offered constructive guidance on attaining agreed goals
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receive help in constructing personal development plans and targets
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take ownership of their performance
Appraisers should use the appraisal discussion as an opportunity to:
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learn at first hand about the way the job-holder works and performs
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get a better understanding of the job-holder's potential and needs
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motivate the job-holder
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develop a consistent approach to guidance and encouragement
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tackle problems more effectively
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improve the communication process
These targets can often best be achieved through informal, face-to-face discussions with the attitude that any questions can be asked and answered in a free and frank manner, although in truth all formats of appraisals can be effective if conducted properly.
To gain the most from an appraisal, the appraised should use the time to discuss their long term goals within the company and how they feel about their current role. Appraisers should take time to reassure the appraised that they are being considered within the company’s long-term plans and that their hard work has been noticed (or help is being offered for areas in which they are not performing as well as they ought).
Why are some people against appraisals?
Appraisals are considered by some as a chore which has no use in the modern workplace. Often this view is held by senior managers or directors who are uncomfortable with conducting appraisals, because they are unsure of how best to conduct them – it is likely they have had little or no training and their view of them being a waste of their time is then passed down through their team to the line managers (known as ‘negative cascaded attitudes’). Because all the people in the team then generally have this view, appraisals are ineffective and really do become a waste of time. In some companies, performance appraisals are seen to be an excuse for their manager to run through all of their failings and errors and so are often anticipated with unease by appraised – to avoid this, appraisers should never use appraisals to discuss disciplinary matters.
What should you do following an appraisal?
During the appraisal, both the appraiser and appraisee should make notes of what has been discussed so they have something to refer back to during the period between appraisals.
Goals and targets will have been discussed and agreed upon – these need to be stuck to, to ensure the appraisal session has been worthwhile. Ideally, the appraiser should break the targets down into manageable time periods i.e. short term or 1 month goals/targets, medium term or 3-6 month targets, and long term or 6-12 month targets. They should then discuss these targets informally throughout the year with their team members to ensure they are on track and provide any help needed to make meeting their targets easier.
This will allow each team member to effectively plan and meet their targets, and feel much more positive about their next performance appraisal.