| Face the facts: Creating a new performance appraisal | | | | that the companys strategic plan and vision and values |
| system is a difficult undertaking. Its even more difficult | | | | are communicated and achieved. Core competencies |
| if the organization doesnt have a logical, well-tested, | | | | expected of all organization members should be |
| step-by-step process to follow in developing their new | | | | included, described and assessed. If your mission |
| procedure. | | | | statement isnt clearly visible in the performance |
| Based on my experience in helping dozens of | | | | appraisal system, cynicism will likely result. Values |
| companies create performance appraisal systems | | | | become real only when people are held accountable |
| that actually work, here are ten tips that will help any | | | | for living up to them. |
| company create a new performance evaluation | | | | Six Assure on-going communication. Circulate drafts |
| system that will provide useful data and be | | | | and invite users to make recommendations. Keep the |
| enthusiastically supported by all system users. | | | | development process visible through announcements |
| One Get top management actively involved. Without | | | | and regular updates. Use surveys, float trial balloons, |
| top managements commitment and visible support, no | | | | request suggestions and remember the cardinal |
| program can succeed. Top management must | | | | principle People support what they help create. |
| establish strategic plans, identify values and core | | | | Seven Train all appraisers. Performance appraisal |
| competencies, appoint an appropriate Implementation | | | | requires a multitude of skills behavioral observation and |
| Team, demonstrate the importance of performance | | | | discrimination, goal-setting, developing people, |
| management by being active participants in the | | | | confronting unacceptable performance, persuading, |
| process, and use appraisal results in management | | | | problem-solving, planning, etc. Unless appraiser training |
| decisions. | | | | is universal and comprehensive, the program wont |
| Two Establish the criteria for an ideal system. Consider | | | | produce much. And dont ignore the most important |
| the needs of the four stakeholder groups of any | | | | requirement of all: the need for courage. |
| appraisal system: Appraisers who must evaluate | | | | Eight Orient all appraisees. The programs purposes |
| performance; Appraisees whose performance is being | | | | and procedures must be explained in advance and |
| assessed; Human Resources professionals who must | | | | explained enthusiastically to everyone who will be |
| administer the system; and the Senior Management | | | | affected by it. Specific skills training should be provided |
| group that must lead the organization into the future. | | | | if the new performance management procedure |
| Identifying their expectations at the start helps assure | | | | requires self-appraisal, multi-rater feed-back, upward |
| their support once the system is finally designed. Ask | | | | appraisal, or individual development planning. |
| each group: What will it take for you to consider this | | | | Nine Use the results. If the results of the performance |
| system a smashing success? Dont settle for less. | | | | appraisal are not visibly used in making promotion, |
| Three Appoint an Implementation Team. This task | | | | salary, development, transfer, training and termination |
| force should be a diagonal slice of both appraisers and | | | | decisions, people will realize that its merely an exercise. |
| appraisees from different levels and functions in the | | | | Ten Monitor and revise the program. Audit the quality |
| organization. The implementation team is responsible | | | | of appraisals, the extent to which the system is being |
| for accomplishing the two major requirements for a | | | | used, and the extent to which the original objectives |
| successful system. First, developing appropriate | | | | have been met. (One of the great advantages of an |
| appraisal forms, policies and procedures. Second (and | | | | online performance appraisal system is that all of |
| the task too often overlooked) assuring a successful | | | | these data are available instantaneously.) Provide |
| deployment. | | | | feedback to management, appraisers and appraisees. |
| Four Design the form first. The appraisal form is a | | | | Train new appraisers as they are appointed to |
| lightning rod that will attract everyones attention. Design | | | | supervisory positions. Actively seek and incorporate |
| the form early and get lots of feedback on it. Dont | | | | suggestions for improvement. |
| believe anybody who tells you that the form isnt | | | | A companys performance appraisal process is |
| important. Theyre wrong. If youre designing a new | | | | critically important. It answers the two questions that |
| form internally, make sure it assesses both behaviors | | | | every member of an organization wants to know: 1) |
| and results. | | | | What do you expect of me? and 2) How am I doing |
| Five Build your mission, vision, values, and core | | | | at meeting your expectations? Using these ten tips will |
| competencies into the form. Performance appraisal is | | | | help you develop or select a system to will give |
| a means, not an end. The real objective of any | | | | accurate and complete answers to everyone. |
| performance management system is to make sure | | | | |