I was reading the WelchWay a column that Jack and Suzy Welch coauthor for Business Week. They were writing on Emotional Mismanagement. In the column they opined that a manager doesn't have the right to call themselves a manager if they are not regularly telling their people what they are doing well, and how they need to improve.
Respect, for the person you are meeting with. This means you take the time to prepare. You prepare by totally familiarizing yourself with the written review. This means being prepared to point out the good, the bad, and what needs improvement aspects of this review. Remember, your goal here is to give honest feedback to this employee. This employee needs to know what and how they are to improve. They may not like hearing it but for them to get better, getting honest and constructive feedback is important to their growth.
Empathy for the employee you're reviewing. I'm not talking about empathy in the context of feeling sorry for the person. But referring to understanding of what the performance appraisal process means to them and how important it is to them economically. The results of this review have a lasting impact on both their short and long term economic viability. How you rate this employee often determines salary increase, promotion opportunity, or selection for a special training program. Again, the empathy referred to here is understanding that straight up honest feedback on their performance is very important and any ambiguity or subjective discussion in reference to their work can and will be confusing, not to mention giving them mixed messages.
Valid, feedback is necessary if the subordinate is to advance or improve. When you are discussing what was expected versus what was actually done you must be sure its valid criticism. Don't make it personal. When pointing out expectations and goals missed, be sure you have you facts in order and you can support it with valid examples that will help the employee learn so they don't repeat the same mistakes. Keep in mind you're not trying to be vindictive you want to point out to your employee what they missed and how they can improve on their performance moving forward. The purpose of the appraisal is to discuss the aspects of the job that went well and those that need improvement. If you are spending all your time on all the things that went wrong, you're not doing an appraisal, you're getting ready to terminate the employee.
Inform them what they can expect in the line of new assignments, and how you expect them to handle them. If you have kept, your employees informed on their progress or lack there of, there would be no surprises when it comes time for the performance appraisal.
Explain everything that requires explanation. Give them all the data and information necessary for them to complete the assignment. Don't hold back information. By relaying all data pertinent to the project allows them to understand the task at hand as well as, affords them the opportunity to get creative and think outside the box.
Work at it. As the manager you have to work on you skill in giving feedback during the performance appraisal process. This is not easy and for many of you it's down right hard. But if you're going to get the most out of your people you will have to be forthright with them. You will have to tell them when they are screwing up and they need to correct the situation immediately. You also have to let them know when they are on top of it and doing well. Praise is easy, discipline isn't. But here is the secret, if you communicate consistently with your people, and honest with the feedback that you give there will be no surprises on their performance appraisal.
As a manager, you have people to work with, becoming effective at the performance appraisal process is just one of several steps in getting better at managing your people and their feelings.
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