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Writing and Conducting Effective Performance Appraisals Spring, 2012

Agenda. Welcome, PurposeThe Performance Management CycleWriting Appraisals: Preparing for SuccessFive (5) Steps of the Writing ProcessSix (6) Criteria for Writing Effective AppraisalsAssigning performance ratingsPlanning for the DiscussionConducting the DiscussionGiving FeedbackScheduling

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Writing and Conducting Effective Performance Appraisals Spring, 2012

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    1. Writing and Conducting Effective Performance Appraisals Spring, 2012

    2. Agenda Welcome, Purpose The Performance Management Cycle Writing Appraisals: Preparing for Success Five (5) Steps of the Writing Process Six (6) Criteria for Writing Effective Appraisals Assigning performance ratings Planning for the Discussion Conducting the Discussion Giving Feedback Scheduling & Logistics Resources 2 Here’s what we will cover today. We will be sharing general information that will work with any forms, processes, etc that you may already have in place. If you have a performance appraisal process, use the information presented here to find ways to strengthen what you currently do. Our goal is to give you practical, tried and true tips to make the most of the performance appraisal process.Here’s what we will cover today. We will be sharing general information that will work with any forms, processes, etc that you may already have in place. If you have a performance appraisal process, use the information presented here to find ways to strengthen what you currently do. Our goal is to give you practical, tried and true tips to make the most of the performance appraisal process.

    3. Purpose/Learning Objectives Understand the role of the performance appraisal within the Performance Management Cycle. Learn strategies to write and conduct effective appraisal discussions. Get practical tools, tips and resources. 3 The purpose of today’s session will be to focus on writing & conducting performance appraisals, which is only a portion of the entire performance management process. We will quickly show you the performance management cycle and where the appraisals fit. We will review strategies to help you effectively write and conduct the performance appraisals, as well as provide you with tools, tips and resources.The purpose of today’s session will be to focus on writing & conducting performance appraisals, which is only a portion of the entire performance management process. We will quickly show you the performance management cycle and where the appraisals fit. We will review strategies to help you effectively write and conduct the performance appraisals, as well as provide you with tools, tips and resources.

    4. Questions How do you feel about writing and conducting performance appraisals? How do your employees feel about participating in the performance appraisal process? 4 [Now is a good time to get perspectives from the audience about their perspectives of and experiences with the performance appraisal process. As people respond, their input can be captured on a flip chart for future reference throughout the training.[[Now is a good time to get perspectives from the audience about their perspectives of and experiences with the performance appraisal process. As people respond, their input can be captured on a flip chart for future reference throughout the training.[

    5. The Performance Management Process 5 Performance Management is ongoing. Performance appraisal is the formal culmination of that yearlong process. It’s important to establish performance goals and expectations at the beginning of the appraisal year, and then check on them periodically – for example, mid-year. Training, coaching, and feedback happen weekly, monthly– to keep performance on track. Document AND share performance successes and opportunities for improvement throughout the year. When you get to the formal appraisal, you will be summarizing what’s happened for the year– so no surprises here! This should not be the first place or time an employee has heard about a success or area for improvement. What questions do you have about the Performance Management Process? Performance Management is ongoing. Performance appraisal is the formal culmination of that yearlong process. It’s important to establish performance goals and expectations at the beginning of the appraisal year, and then check on them periodically – for example, mid-year. Training, coaching, and feedback happen weekly, monthly– to keep performance on track. Document AND share performance successes and opportunities for improvement throughout the year. When you get to the formal appraisal, you will be summarizing what’s happened for the year– so no surprises here! This should not be the first place or time an employee has heard about a success or area for improvement. What questions do you have about the Performance Management Process?

    6. Purpose of Performance Appraisals How does the performance appraisal process benefit: The University? Managers/Leaders? Employees? 6 Option A: Facilitated discussion with entire group. Ask this question, give group 2 minutes to think, and discuss answers with group. Option B: Assign one of the three questions to a table group or pair; ask them to generate a list of benefits. Have groups report out. Some benefits participants might mention: University: Documentation protects from legal action Ensures goals are aligned from individual through organization level- alignment It advances work of U of C Managers/Leaders: Reinforces positive behaviors you want to continue- good employees make the manager look good It helps managers develop employees It is a way to recognize good performance and areas for development planning Drives higher performance of staff Builds a culture of accountability Employees: Let’s them know where they stand– what they do well, strengths and acoomplishments and areas to develop. Self evaluation lets them self assess, can inform (make easier) manager’s writing process. Boosts morale and engagement- involves employee, is important to employee. Foster career and professional developmentOption A: Facilitated discussion with entire group. Ask this question, give group 2 minutes to think, and discuss answers with group. Option B: Assign one of the three questions to a table group or pair; ask them to generate a list of benefits. Have groups report out. Some benefits participants might mention: University: Documentation protects from legal action Ensures goals are aligned from individual through organization level- alignment It advances work of U of C Managers/Leaders: Reinforces positive behaviors you want to continue- good employees make the manager look good It helps managers develop employees It is a way to recognize good performance and areas for development planning Drives higher performance of staff Builds a culture of accountability Employees: Let’s them know where they stand– what they do well, strengths and acoomplishments and areas to develop. Self evaluation lets them self assess, can inform (make easier) manager’s writing process. Boosts morale and engagement- involves employee, is important to employee. Foster career and professional development

    7. Purpose of Performance Appraisals Assess employee: - Job Responsibilities & Accomplishments - Performance Behaviors Provide employees opportunity for self-assessment. Summarize feedback provided during the year. Identify strengths; areas for development. Provide a structured, consistent and “fair” process for appraisal. Evaluate employee performance, determine “ratings,” use as part of compensation decisions. 7 Performance appraisals serve many purposes for indivuduals, managers and organizations. They keep us accountable, growing and developing, and align individual, dept and organization goals. Performance appraisals serve many purposes for indivuduals, managers and organizations. They keep us accountable, growing and developing, and align individual, dept and organization goals.

    8. Writing the Performance Appraisal 8

    9. Five Steps for Writing Appraisals Review Job Responsibilities and Performance Objectives. Collect relevant data and information from multiple sources. (e.g. employee self-appraisal). Write a draft of the performance appraisal. Use 6 Key Criteria. Determine ratings. Set draft aside; review and finalize. 9 As you plan to write your appraisals, there are 5 steps to guide your work. [And no, the five steps are not Anxiety, sleeplessnes, procrastination, fidgeting, and winging it.]- LOL Transition: Let’s look first at Job Responsibilities and Performance Objectives. As you plan to write your appraisals, there are 5 steps to guide your work. [And no, the five steps are not Anxiety, sleeplessnes, procrastination, fidgeting, and winging it.]- LOL Transition: Let’s look first at Job Responsibilities and Performance Objectives.

    10. Step 1: Review Job Responsibilities & Performance Objectives Job Responsibilities Job responsibilities are the routine work that is performed every day, week, month, or quarter. These responsibilities are usually described in a job description as work activities or job duties. They are not a task or to-do list, but the everyday scope of work Performance Objectives Performance objectives are projects, initiatives or specific assignments. They have specific start and end dates and clearly defined outcomes and results. 10 A few words about goals. We won’t cover this topic in-depth today, though we will get a chance apply these criteria to “fix” some less than SMART goals. Ideally for maximum impact, they should be established at the beginning of the performance cycle and revisited periodically. Having SMART goals makes writing appraisals so much easier. You can think about two types of goals–1) how well have the job responsibilities been met, and 2) performance objectives established for the job. Some managers may also establish Professional or development goals. These are the What. If there are behavioral expectations, that is the HOW. There may be behavioral expectations for carrying out job responsibilities or objectives. For example, treat clients and team members with care and courtesy. Or be patient, empathetic and respectful. Or answer the phone with a smile in your voice and on your face. Etc. A way to create or assess goals to be measureable is to use the SMART criteria. By asking if the goal is specific, measureable, achievable, relevant and time specific you’ll have created aligned, achievable goals. For example, Improving communication does not meet SMART criteria. It’s a hope or dream. SMART goals let you know when and how they will be met. Eliminate grammatical and typo errors from 95% of written communication would be closer to the SMART goal (we’re assuming it is relevant here.)A few words about goals. We won’t cover this topic in-depth today, though we will get a chance apply these criteria to “fix” some less than SMART goals. Ideally for maximum impact, they should be established at the beginning of the performance cycle and revisited periodically. Having SMART goals makes writing appraisals so much easier. You can think about two types of goals–1) how well have the job responsibilities been met, and 2) performance objectives established for the job. Some managers may also establish Professional or development goals. These are the What. If there are behavioral expectations, that is the HOW. There may be behavioral expectations for carrying out job responsibilities or objectives. For example, treat clients and team members with care and courtesy. Or be patient, empathetic and respectful. Or answer the phone with a smile in your voice and on your face. Etc. A way to create or assess goals to be measureable is to use the SMART criteria. By asking if the goal is specific, measureable, achievable, relevant and time specific you’ll have created aligned, achievable goals. For example, Improving communication does not meet SMART criteria. It’s a hope or dream. SMART goals let you know when and how they will be met. Eliminate grammatical and typo errors from 95% of written communication would be closer to the SMART goal (we’re assuming it is relevant here.)

    11. Step 2: Collect Data What data will you need? Goals. Mid-year Review results. Your documentation on performance maintained during year - Measures and reports of results and behaviors Documented feedback and coaching conversations during the year. Individual development plan. Employee self-assessment Feedback from those who use products of employee’s work: co-workers, team members, other departments. Tip: The written appraisal should not be the first time an employee has heard about positive or developmental feedback! 11 What data will you need? Any thing else that it not on this list? Why is the last bullet important? Because it can give you data about use of behaviors– if collaboration or client service is important, you can get feedback about how your employee demonstrates these behaviors. Does this mean in the evaluation you would indicate specifically who provided feedback? Be careful to not link developmental feedback specifically to a co-worker. Provide the feedback in aggregate unless you yourself have observed the behavior and can provide examples. What data will you need? Any thing else that it not on this list? Why is the last bullet important? Because it can give you data about use of behaviors– if collaboration or client service is important, you can get feedback about how your employee demonstrates these behaviors. Does this mean in the evaluation you would indicate specifically who provided feedback? Be careful to not link developmental feedback specifically to a co-worker. Provide the feedback in aggregate unless you yourself have observed the behavior and can provide examples.

    12. Step 3: Write a Draft Six Key Criteria What is the message I want to deliver? Highlight the best evidence. Focus on facts and behaviors. Move from general to specific. Tie results to your unit’s objectives. Be clear and concise. 12 Introduce the 6 criteria for Writing- these are the guidelines to keep your writing on track, focused and clear. Introduce the 6 criteria for Writing- these are the guidelines to keep your writing on track, focused and clear.

    13. Criteria 1 What is the Message You Want to Deliver? Based on the data you have reviewed determine the message you want to deliver. What is your intent? Support and praise a good performer Recognize key accomplishments Value what he/she brings to work/the team Identify areas that are below expectations What are this employee’s strengths and accomplishments? What are development opportunities? 13 Use the data you have collected and analyze it for patterns of strengths and development opportunities; key themes around accomplishments. The performance appraisal is a time of high anxiety for your employee, so focus on that employee. What do you value about their contributions and what they bring to their job and the team? Look back at the list we generated of employee concerns about performance appraisals– this is the time to anticipate their concerns and adjust for it in the tone and approach you take to writing Use the data you have collected and analyze it for patterns of strengths and development opportunities; key themes around accomplishments. The performance appraisal is a time of high anxiety for your employee, so focus on that employee. What do you value about their contributions and what they bring to their job and the team? Look back at the list we generated of employee concerns about performance appraisals– this is the time to anticipate their concerns and adjust for it in the tone and approach you take to writing

    14. Criteria 2 Highlight the Best Evidence Use examples to provide specific information so that both you and your employee understand. Use the strongest examples of an employee’s performance to illustrate key points (look for areas of agreement with employee self-assessment). Additional supporting data and examples can be shared verbally during the appraisal discussion. 14 As you highlight the best evidence, the key example that best illustrates your point, remember to overall take a balanced approach. This is a time to formally recognize both your employee’s strengths and areas for development. What happens if all you provide are areas for development for an employee who is performing at meets expectations? (They will get demoralized.) Use the self assessment to seek areas of agreement. As you highlight the best evidence, the key example that best illustrates your point, remember to overall take a balanced approach. This is a time to formally recognize both your employee’s strengths and areas for development. What happens if all you provide are areas for development for an employee who is performing at meets expectations? (They will get demoralized.) Use the self assessment to seek areas of agreement.

    15. Criteria 3 Focus on Facts and Behaviors 15 When selecting data you will use to evaluate an employee, you should focus on facts, behaviors and results. These are observable and specific descriptions. Try to describe what a person does or does not accomplish. Whenever you identify or hear yourself starting with an opinion, ask yourself what specific observable behaviors or actions are occurring that cause you to make a judgment about the person’s personality. When you find yourself with an opinion, remember, you need to delve deeper and find the specific facts. Depending on time and needs of participants, you can highlight one or two examples, or use them all. When selecting data you will use to evaluate an employee, you should focus on facts, behaviors and results. These are observable and specific descriptions. Try to describe what a person does or does not accomplish. Whenever you identify or hear yourself starting with an opinion, ask yourself what specific observable behaviors or actions are occurring that cause you to make a judgment about the person’s personality. When you find yourself with an opinion, remember, you need to delve deeper and find the specific facts. Depending on time and needs of participants, you can highlight one or two examples, or use them all.

    16. Criteria 3 Behavioral Terms 16 This list is a resource of terms to describe behavior. Don’t limit yourself, but use them to prime the pump. Introduce the book: This is from Max and Bacal’s Perfect phrases for Performance Reviews. This list is a resource of terms to describe behavior. Don’t limit yourself, but use them to prime the pump. Introduce the book: This is from Max and Bacal’s Perfect phrases for Performance Reviews.

    17. Criteria 4 Move from General to Specific Karl is an excellent team player. (General) He anticipates the needs of his co-workers. He often proactively volunteers to cover their work responsibilities when they are out. This is a behavior that helps to maintain the quality of the team. (Specific) Last August, when three team members wanted to take vacation at the same time, Karl made it easier by getting trained in the meeting scheduling process so he could cover for Janine and Dan. (Specific Example) 17 Begin the narrative summary with a general statement that reflects the indiv’s overall perf. For the period. Use follow up sentences to describe the specifics, and provide a specific example.Begin the narrative summary with a general statement that reflects the indiv’s overall perf. For the period. Use follow up sentences to describe the specifics, and provide a specific example.

    18. Criteria 5 Tie Results to Unit’s Objectives Describe the results and behaviors in terms of impact on achieving the unit’s, department’s or university’s objectives. Karl’s commitment to the team meant that everyone took vacation at the time they wanted, and our clients received good service coverage and were not inconvenienced by staff absences. Kim’s planning and creative eye gave us an Annual Report of which to be proud. Already two corporate donors have increased their pledges for next year. 18 Here’s how Karl and Kim’s work have contributed to the business goals. Here’s how Karl and Kim’s work have contributed to the business goals.

    19. Criteria 6 Be Clear and Concise Be clear and concise: use fewer words and sentences not the time to write a dissertation avoid jargon simple is better 19 Why is clear and concise important? What is clear and concise? Not a novel, not a dissertation. Jargon free. No legalise. It you can say it in 10 words or 35, say it in 10. Why is clear and concise important? What is clear and concise? Not a novel, not a dissertation. Jargon free. No legalise. It you can say it in 10 words or 35, say it in 10.

    20. Step 4: Determine Ratings Use written draft of the Performance Appraisal to consider the performance rating. Use the performance rating definitions to make a decision on the level of performance for the entire year. Calibrate your ratings with manager and peers for each rating: Below Expectations Needs Improvement Meets Expectations Above Expectations Exceptional Avoid common rating errors. 20 After you have written the first draft of the performance appraisal, you can then begin to consider the individual’s level of performance (the performance rating). Using the performance rating definitions make a decision on the rating that best describes the employee’s level of performance for the entire year. Before you make this judgment: Read the performance rating definitions and calibrate with your peers and manager. Be aware of the common evaluation errors. The U of C website has a Job Performance Criteria Level Grid for a number of Performance criteria. After you have written the first draft of the performance appraisal, you can then begin to consider the individual’s level of performance (the performance rating). Using the performance rating definitions make a decision on the rating that best describes the employee’s level of performance for the entire year. Before you make this judgment: Read the performance rating definitions and calibrate with your peers and manager. Be aware of the common evaluation errors. The U of C website has a Job Performance Criteria Level Grid for a number of Performance criteria.

    21. Avoid Common Rating Errors Contrast Effect - Comparing performance to other employees vs. an objective standard Halo/Horns -If competent in one area, colors all areas; incompetent in one area, effects all areas Similar-to-me -A form of bias where manager values those most like themselves Recency/Primacy -Weight recent performance only; weight early performance 21 Here are some common ratings errors that effect managers. You may have had this happen to you. What is one on this list that happens often, especially if the manger has not documented performance successes or opportunities to improve during the year? (Recency)– Ever notice how your employee’s performance gets better those 1-2 months before an appraisal? Be sure you evaluate the entire appraisal period, not just recent past. Similarly, if an employee made a mistake or had poor performance early in the year, don’t allow that to overshadow the whole year. Here are some common ratings errors that effect managers. You may have had this happen to you. What is one on this list that happens often, especially if the manger has not documented performance successes or opportunities to improve during the year? (Recency)– Ever notice how your employee’s performance gets better those 1-2 months before an appraisal? Be sure you evaluate the entire appraisal period, not just recent past. Similarly, if an employee made a mistake or had poor performance early in the year, don’t allow that to overshadow the whole year.

    22. Common Rating Errors (cont’d) Central Tendency -Rating all employees in the middle Leniency/Strictness -Don’t want to give low scores; conversely standard too strict- no one can ever be exceeds 22 Calibrating ratings with manager and peer may help all of you avoid the central, leniency or strictness tendencies. Questions? If you’ve been guilty of these in the past, you know what to try differently now in the future. Calibrating ratings with manager and peer may help all of you avoid the central, leniency or strictness tendencies. Questions? If you’ve been guilty of these in the past, you know what to try differently now in the future.

    23. Step 5: Set Draft aside; Review and Finalize After you write your draft and assign ratings, set it aside for at least 24 hours. Let it “soak.” Have your manager review the draft. What message is coming across? Is it clear and consistent? Does it reflect your intent? Is it balanced? Review and finalize your draft. Send to your HRA for review if this is part of your department process 23 Why is giving yourself some time between a draft and final helpful? Have you used that technique for other important projects? With a draft you can give your manager or HR Manager an opportunity to review. They may have suggestions or additions to strengthen the review, and may be able to help you avoid words or phrases that could be misunderstood. Remember, once it is in writing, it is permanent!!!! Can’t take it back!!!! Story: the “Taxi Effect”: If, on your way to a flight to travel to meet with the person you are going to deliver the appraisal to, you leave your appraisal in the cab– would the cabbie or whomever read it be able to deliver the appraisal? Why is giving yourself some time between a draft and final helpful? Have you used that technique for other important projects? With a draft you can give your manager or HR Manager an opportunity to review. They may have suggestions or additions to strengthen the review, and may be able to help you avoid words or phrases that could be misunderstood. Remember, once it is in writing, it is permanent!!!! Can’t take it back!!!! Story: the “Taxi Effect”: If, on your way to a flight to travel to meet with the person you are going to deliver the appraisal to, you leave your appraisal in the cab– would the cabbie or whomever read it be able to deliver the appraisal?

    24. Writing an Effective Appraisal Checklist Did I: Make overall message and intent clear? Will employee know where they exceed, meet or fall below expectations? Use objective and specific examples to support evaluation and ratings? Separate opinions from objective facts and behaviors? Cover the entire appraisal period? Make it clear and concise? If read in future by another manager would they understand? Eliminate surprises? 24 Use this slide to review and hightlight key points, especially if they were relevant to your learners. Use this slide to review and hightlight key points, especially if they were relevant to your learners.

    25. Conducting The Performance Appraisal 25

    26. Three steps to Successful Appraisal Discussions Planning & Preparation Conducting the appraisal discussion Follow-up actions 26 As you plan for in-person discussions, there are three steps you’ll want to take.As you plan for in-person discussions, there are three steps you’ll want to take.

    27. Planning & Preparation Receive final approved appraisal. Discuss purpose and process with employee: Review process and definitions Gather your documents. Schedule the meeting. Create your draft discussion guide. Prepare your “mindset” Review and “practice” with your manager or trusted colleague. 27

    28. Gather Documents Written Appraisal. Employee’s Self-Appraisal and Job Description. Notes from previous performance. Reports and other performance data. 28 What data should you have for the in-person appraisal? Some of the same data you used to write the appraisal.What data should you have for the in-person appraisal? Some of the same data you used to write the appraisal.

    29. Creating the Discussion Guide - What is your mindset? What is the message you want to convey? What examples do you want to use to support your message and the ratings? How do the examples link to performance against goals? How does the message align with the final ratings? How will you build on previous performance conversations and feedback? What feedback do you want to provide; both positive and for improvement? How will you balance the “air time” between speaking and listening? Are you prepared to provide the employee an opportunity to share their thoughts and to ask questions? 29

    30. The Discussion guide Your main message. Examples to support your main message. From your data – linked to goals From employee self assessment (areas of agreement) Specific feedback. 3-5 key strengths, highlights of performance, with examples linked to goals - stay concise and focused 1-3 development areas - examples linked to goals - stay concise and focused Progress against development plans. Be prepared with your ideas, if needed, for goals and development strategies A reminder to balance the “air time” between speaking and list. Solicit ideas where you can support employee performance. Share ratings. 30

    31. Sample Discussion Guide Employee Name: Sarah Culbert Date: June 20 Message: Convey that Sarah is a valued part of my team with potential to grow here Areas of Agreement: Good with people; inconsistent proof reader, we’d both like to see her take on more responsibility and advance Employee Key Strengths/Highlights - linked to goals: 1) Project Management- Planned successful office relocation in short time 2) Listening skills- I, her co-workers and those in other departments had our input taken into consideration; before the move she asked our concerns and wish list, documented them and let us know how they had been addressed prior to the move. 3) Budgeting – Tracked all aspects of dept budget for year, documented assumptions, kept me abreast of over and under spending by line item. Area(s) for Development – linked to goals Opportunity to increase professionalism of written documents by proof-reading consistently How can I support? In what areas can I offer support or remove barriers? What behaviors of mine help you be more effective or hinder your effectiveness? Overall rating – “Meets Expectations”

    32. Conducting the Appraisal Use your Discussion Guide as needed. Take notes: Identify follow-up items; action, who is responsible, by when Balance the time you are speaking with the time you are listening. 32

    33. What’s most important to you when you are receiving feedback? 33 It’s helpful to remember how you feel about feedback as your employees probably have some of the same feelings. Even if an appraisal is positive, high emotions can be present. These emotions can sometimes impact how well or if employee’s hear our feedback. It’s helpful to remember how you feel about feedback as your employees probably have some of the same feelings. Even if an appraisal is positive, high emotions can be present. These emotions can sometimes impact how well or if employee’s hear our feedback.

    34. Giving Feedback – A Model 34 Plan ahead and have plenty of specific examples to illustrate strengths and areas for development. Be sure to provide the context of how certain behavior or results meet or don’t meet the needs of the organization. Plan ahead and have plenty of specific examples to illustrate strengths and areas for development. Be sure to provide the context of how certain behavior or results meet or don’t meet the needs of the organization.

    35. Giving Feedback - Examples 35

    36. Separate Fact from Opinion 36 Because our brains work so fast, we often take a specific behavior or result and quickly process it thru our filters to an opinion. Whenever you feel an opinion coming on – dig deeper and ask yourself– what is the specific behavior or situation that triggered my opinion and how can I describe that factually? Because our brains work so fast, we often take a specific behavior or result and quickly process it thru our filters to an opinion. Whenever you feel an opinion coming on – dig deeper and ask yourself– what is the specific behavior or situation that triggered my opinion and how can I describe that factually?

    37. Scheduling & Logistics Do’s Conduct in-person. Allow 60 - 90 minutes. Private location, door that closes. If possible, neutral location (e.g. conference room). Mornings/early afternoons better than end of day. Provide employee with appraisal document in advance (without ratings) to read and review. Don’ts Conduct via phone or email. Allow interruptions: phone, email, other people. Hold on the spur of the moment or over lunch. Reschedule or cancel multiple times. 37 How you schedule and where/when you hold your appraisal discussion signals a lot to your employee about the importance of the appraisal. This is a time when the employee should be front and center. Treating the appraisal as a low priority, constantly canceling and rescheduling sends a strong message to the employee that you are either uncomfortable, un prepared, or that their performance is not important. How you schedule and where/when you hold your appraisal discussion signals a lot to your employee about the importance of the appraisal. This is a time when the employee should be front and center. Treating the appraisal as a low priority, constantly canceling and rescheduling sends a strong message to the employee that you are either uncomfortable, un prepared, or that their performance is not important.

    38. Follow-up Do you have plans to follow-up on all action items? What did you learn? What will you do differently next time? How will you act on any feedback you received? Is the formal appraisal filed appropriately? 38 So you’ve scheduled and held your appraisal. Both you and your employee are feeling pretty good about it. Here’s a few things to check for your follow-up– this will set you up well for the ongoing coaching and tracking you’ll do during the year and make next year’s discussion a snap! If your relationship is rocky with the employee, following through on any outstanding questions or items will help build trust and demonstrate that you care about his/her success. So you’ve scheduled and held your appraisal. Both you and your employee are feeling pretty good about it. Here’s a few things to check for your follow-up– this will set you up well for the ongoing coaching and tracking you’ll do during the year and make next year’s discussion a snap! If your relationship is rocky with the employee, following through on any outstanding questions or items will help build trust and demonstrate that you care about his/her success.

    39. Wrap-Up 39

    40. Resources Local HR office HRS Performance Management Website http://hrservices.uchicago.edu/fpg/guides/managerstoolkit/performance.shtml On-going HRS support 40 So you’ve scheduled and held your appraisal. Both you and your employee are feeling pretty good about it. Here’s a few things to check for your follow-up– this will set you up well for the ongoing coaching and tracking you’ll do during the year and make next year’s discussion a snap! If your relationship is rocky with the employee, following through on any outstanding questions or items will help build trust and demonstrate that you care about his/her success. So you’ve scheduled and held your appraisal. Both you and your employee are feeling pretty good about it. Here’s a few things to check for your follow-up– this will set you up well for the ongoing coaching and tracking you’ll do during the year and make next year’s discussion a snap! If your relationship is rocky with the employee, following through on any outstanding questions or items will help build trust and demonstrate that you care about his/her success.

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