How to conduct a performance appraisal January 2016
www.emds-hrconsulting.com << We can support and train your managers
1 Schedule regular appraisals for each employee at least once a year, but ideally quarterly.
2 Ask the employee to prepare for the review by completing a self-assessment covering performance, skills, attitude and any problems.
3 Prepare yourself by reviewing the employee’s self-assessment, your notes on the previous appraisal and the employee’s performance since then.
4 If appropriate, obtain feedback on the employee from subordinates, colleagues, superiors and customers (known as 360-degree feedback).
5 Identify your main concerns and what you want the appraisal to achieve; think about potential work and training opportunities for the employee.
6 Start the appraisal meeting by explaining its purpose and agenda; try to put the employee at ease and set a positive tone.
7 Ask the employee to talk you through the self-assessment; listen, and encourage the employee to talk.
8 Make your own comments; ensure that all previously agreed objectives, and any areas which concern you, have been covered.
9 Acknowledge achievements and hard work.
10 Discuss poor performance where necessary, but avoid personal criticisms.
11 Encourage the employee to identify the causes of any problems and to suggest potential solutions.
12 Discuss the employee’s long-term career plans and aspirations.
13 Identify any training needs.
14 Agree specific, realistic and measurable key objectives for the next period; ensure that the employee is committed to them.
15 Write up the performance appraisal report and confirm that the employee agrees with what you have said.
16 Continue to monitor performance against objectives.
17 Be prepared to deal with problems when they occur, rather than waiting for the next appraisal meeting.
commit to regular appraisal meetings
prepare by reviewing the employee’s performance
encourage the employee to contribute, and listen to what is said
be positive, and praise good performance
focus on solutions and opportunities
agree key objectives
talk too much or dominate the meeting
make personal criticisms – criticise performance instead
impose objectives which the employee has not agreed
rely on scheduled reviews alone to manage employee performance