Performance not Politeness
Formal performance appraisal systems often ask managers to comment or rate all sorts of things that are not only difficult to judge, but have little or nothing to do with performance: demeanour, presentation, co-operation, initiative, attitude, to maintain a few. Make sure your performance appraisal is about performance - the results that the employee achieves on the job.
Performance and Behaviour
I've read lots of definitions of these words. The best I've found is this: "Performance is what you leave behind. Behaviour is what you take with you." Managers often allow employee behaviour to interfere with evaluation of their performance. When this happens, "good" behaviour often masks poor performance and "poor" behaviour overrides good performance.
Clear Performance Standards
To measure performance you must have clear performance standards. If you don't tell your employees exactly what you want, how can you measure whether they provides it?
You Get What You Expect
Expect the best. Explain to employees exactly what you mean by "best" and how you'll measure it. Create systems to enable them to attain "best". Do that and you'll probably get "best" or close to it. Fail to do it and you'll be lucky to get third best. That's what employees will believe you expect.
Appraisal Daily
You should be measuring employee performance at least weekly and preferably daily. This is simple, precise and fast when you have clear, measurable performance standards. If your standards are clear enough and your systems are sound enough, your employees will know how well they're doing long before you do.
Stay Informed and Prepared
Good systems and clear performance standards are the cornerstones of superior staff performance. With these in place, you'll have ready access to the information you need to decide "how well they're doing". If you want to have a formal interview with an employee, you'll have plenty of time and be well prepared.
Conclusion
There's no need to complete a form in order to undertake a successful performance appraisal. In fact, filling in elaborate appraisal forms is likely to hinder rather than help successful appraisal. Make employee performance a daily concern. And expect the best.
Formal performance appraisal systems often ask managers to comment or rate all sorts of things that are not only difficult to judge, but have little or nothing to do with performance: demeanour, presentation, co-operation, initiative, attitude, to maintain a few. Make sure your performance appraisal is about performance - the results that the employee achieves on the job.
I've read lots of definitions of these words. The best I've found is this: "Performance is what you leave behind. Behaviour is what you take with you." Managers often allow employee behaviour to interfere with evaluation of their performance. When this happens, "good" behaviour often masks poor performance and "poor" behaviour overrides good performance.
Clear Performance Standards
To measure performance you must have clear performance standards. If you don't tell your employees exactly what you want, how can you measure whether they provides it?
You Get What You Expect
Expect the best. Explain to employees exactly what you mean by "best" and how you'll measure it. Create systems to enable them to attain "best". Do that and you'll probably get "best" or close to it. Fail to do it and you'll be lucky to get third best. That's what employees will believe you expect.
Appraisal Daily
You should be measuring employee performance at least weekly and preferably daily. This is simple, precise and fast when you have clear, measurable performance standards. If your standards are clear enough and your systems are sound enough, your employees will know how well they're doing long before you do.
Stay Informed and Prepared
Good systems and clear performance standards are the cornerstones of superior staff performance. With these in place, you'll have ready access to the information you need to decide "how well they're doing". If you want to have a formal interview with an employee, you'll have plenty of time and be well prepared.
Conclusion
There's no need to complete a form in order to undertake a successful performance appraisal. In fact, filling in elaborate appraisal forms is likely to hinder rather than help successful appraisal. Make employee performance a daily concern. And expect the best.
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