Appraising Performance: Strategies and Lessons Learned. Wendy K. Soo Hoo, Assistant City Auditor City of Seattle November 2004. Agenda. What the Experts Say About Performance Appraisals What Do You Think? Performance Appraisals Versus Performance Management… and Other New Practices
Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.
Appraising Performance: Strategies and Lessons Learned
Wendy K. Soo Hoo, Assistant City Auditor
City of Seattle
What the Experts Say About Performance Appraisals
A PERFORMANCE APPRAISAL IS:
One of those special human encounters where the manager gets no sleep the night before, and the employee gets no sleep the night after.
—Thomas B. Wilson
1 = Yes 2 = No
1 = Give Appraisal 2 = Receive 3 = Both
Appraisal process can effectively serve several functions
One-size-fits-all works well for supervisors and employees
Ratings are motivating
People withhold effort without incentives
Often one function undercuts the other (e.g., employees focus on pay)
Different preferences in coaching, receiving feedback
Ratings don’t provide useful information and can be demoralizing
People are intrinsically motivated to perform well when work is meaningful
Anyone who supervises someone else should:
1 = Performance appraisals always meet these objectives.
2 = They meet some of these objectives.
3 = They are a necessary evil.
4 = They could/should be improved if we continue to use them.
5 = Performance appraisals should be eliminated altogether.
1 = Yes, I work harder because of the appraisals.
2 = Yes… at least for the the month before or after my appraisal.
3 = No, my effort would have been the same with or without an appraisal.
4 = No, I find performance appraisals discouraging and ineffective, which impacts my work effort.
So What Do We Do Instead?Performance Management and Other New Practices
Unilateral (only from the manager’s perspective)
Little focus on future capacity
Uncertain link to business success drivers
Mutually understood, with multilateral communication
Strong development focus
Grounded in business success drivers
If people do not participate in and “own” the solution to the problems or agree to the decision, implementation will be halfhearted at best, probably misunderstood, and more likely than not fail.
—Michael Doyle in forward to Kaner, Sam Facilitator’s Guide to Participatory Decision Making New Society Publishers, Gabriola Island, BC 1996
1 = Yes, and it’s more effective than the traditional appraisal process.
2 = Yes, we’re still evaluating the effectiveness.
3 = Not yet, but we’re thinking about it…
4 = No, we’ll probably always use the traditional appraisal process.
Dealing With Difficult Conversations