performance appraisal questions

1. Performance appraisal questions
Some managers think of performance appraisal meetings and recollections of torn
Achilles' heels or root canals immediately surface. They're sort of "been there, don't
want to go again" situations. The more it can be put off, the better. Study after study
shows that both managers and employees are very dissatisfied with performance
appraisals and often view them as a necessary evil to get over with quickly. Here are
seven strategies to turn performance management from a nightmare into a sweet, or at
least tolerable, dream. 1. Prepare for the appraisal meeting. Give yourself adequate
time to review an employee´s file, complete an evaluation of their performance and
outline topics for the session. It´s also a good idea to note some talking points and do
a mental walk-through of the meeting. The employee also needs to prepare in
advance. Ask the person to assess his or her performance. Suggest that she also jot
down concerns, questions and opinions regarding her work and suggestions for
improving it. 2. Explain the reason for the meeting. When you begin the appraisal
session, state the purpose of the meeting in straightforward terms. No matter how
often employees have been through appraisals, they may not understand how their
work is being judged, why it is being evaluated or what the performance appraisal is
for. Reassure the employee that your role as manager is to help them succeed in their
job and identify areas of strength and areas that need improvement. 3. Remain
positive. Avoid using judgmental phrases and words like "poor performance" or
"weakness." You are there, however, to suggest ways that an employee can improve
their work and discuss causes of below-average performance. Express your concerns
in concrete terms and use detailed examples. 4. Ask questions. Your discussion
should be guided by open and closed questioning techniques. Closed questions, which
tend to elicit a "yes" or "no" response, require specific answers. Open questions
encourage a general discussion and usually begin with "could," "would," "how,"
"what" or "why." Use open questions at the beginning of the appraisal to stimulate
discussion and closed questions at the end to summarize. 5. Foster productive and
open communication. In general, when you reflect the employee´s thoughts, they feel
understood and acknowledged. But be prepared for negative reactions. When you talk
with an employee about poor performance or inappropriate behavior, they may deny,
blame, fall silent, respond abusively or display an emotional outburst, such as crying.
If the appraisal session deteriorates, terminate it and reschedule the meeting. 6.
Suggest improvements. During the appraisal, discuss any areas in need of
improvement and offer specific, realistic and concrete suggestions and solutions. Be
prepared to sell your improvement suggestions to the employee - they may not be
receptive to your ideas. Together you and the employee should develop a plan to
correct any problems. 7. Close the interview. Summarize the major points and be sure
to end on a positive, encouraging and upbeat note - even when the employee is very
troubled or deficient. If you can´t provide the employee with immediate feedback,
follow up as soon as you can and finalize the appraisal in a timely fashion. Work
SMARTER, not harder. Make sure your performance appraisal meetings get
RESULTS.
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