| In America's best-run and most-admired organizations, | | | | But most folks scoff at the idea that there might be a |
| employee performance appraisal is a vital and | | | | perfect system for doing employee performance |
| vigorous management tool. No other management | | | | appraisal. They think that since their organization is |
| process has as much influence on individuals' careers | | | | "unique," then their system for analyzing employee |
| and work lives. | | | | performance must be unique, too. How foolish. |
| Used well, employee performance appraisal is the | | | | Don't scoff - there is an ideal method for the |
| most powerful instrument that organizations have to | | | | assessment process. In organizations that take |
| mobilize the energy of every employee in the | | | | employee performance appraisal seriously and use the |
| enterprise toward the achievement of strategic goals. | | | | process well, the system functions as an on-going |
| Employee performance appraisal can focus each | | | | process - not merely an annual event - by following a |
| person's attention on the company's mission, vision and | | | | four-phase model. |
| values. And ideally, the process can answer the two | | | | Phase 1 - Employee Performance Planning |
| fundamental questions that every single person in the | | | | At the beginning of the year, the manager meets with |
| organization wants the answers to: What do you | | | | each person for discussion on the planning piece of |
| expect of me? And How am I doing? | | | | the employee performance appraisal process. |