Appraisals And Performance Management: The Errors Continue

New Year Training Resolution: Better appraisals

Published by Mike Shea in Management · 22/1/2013 12:54:08
Tags: Appraisals, performance, management

 

 

Ever since management came to be viewed as a distinct function in the late 19th and early 20th centuries, there has been a burgeoning catalogue of management theories, management books and management training.  Gurus like Peter Drucker (inventor of the concept of management by objectives) and W E Deming (Plan-Do-Check-Act cycle of design and quality management) provided innovative ways of improving the management and productivity of organisations.  They have been followed by many, many more commentators.   It is surprising, therefore, given the wealth of advice and opinion that is now available, how poorly appraisal systems continue to be designed and operated, as if companies do not really understand what appraisals are for.
Appraisals should achieve two or three things:  a mutual agreement between appraiser and appraisee of what the appraisee  has achieved in the past year and how they achieved it – results and behaviours; an assessment of personal development needs related to the job they have to do and a plan to attend to those needs in the forthcoming period; if appropriate to the individual, development needs with a view to promotion and a plan to attend to those.   Above all, the appraisee must feel that they have had a fair, constructive and worthwhile review and been able to voice their opinions freely.
The appraisal interview should not be the time when dissatisfaction with performance is first aired – any performance issues should be dealt with as they arise, not stored up for the appraisal interview.  There should be no surprises in an appraisal interview for either party.  The appraisal interview should not be a woolly conversation based on the question: ’What do you want to achieve this year?’ and it should not produce goals that are superfluous to the job or the development of the appraisee to enable them to do the job better.

Source: EnCours Blog - Management Development