III.D.1
STAFF PERFORMANCE APPRAISALS
Conducting successful performance appraisals or reviews requires careful consideration of the worker’s position description and work objectives in relation to work accomplishments. The review is an effort to understand, support, and provide constructive feedback in ways that build self esteem and enhance performance.
The supervisor is responsible for conducting the evaluation with the employee’s full participation. An overall design for the appraisal follows. Keep in mind that the ideas below are not guidelines but information to increase understanding of the process of conducting reviews. [See “Performance Management” (III.D.8.a) for a more detailed discussion.]
- Examine the position description. Is the description realistic and up-to-date? Make necessary revisions at the beginning of the appraisal process.
- Develop a set of work objectives consistent with the job description. Work objectives are measurable tasks to be accomplished in a given time period. The employee usually writes his or her own work objectives with the supervisor’s assistance and approval.
- The appraisal meeting, from the perspective of the supervisor, may be structured in the following manner:
a)Plan the review and prepare for it. Strong messages about one’s employment are conveyed when the review lacks seriousness or preparation.
b)Use a review form based on the position description and work objectives.
c)Clarify the purpose and method of the review at the outset to promote ownership by both parties to the review.
d)Discuss the employee’s written review form, focusing on job-related criteria and not personality strengths or weaknesses. Be consistent from person to person and strive for objectivity.
e)Try to reach a common understanding not only about what is satisfactory and unsatisfactory about the employee’s job performance but also about what steps would bring about improvement. If performance is significantly below par, write a development plan detailing remedial actions and times for completion.
f)Provide a written summary that the supervisor and employee both sign and date. The employee needs the opportunity to indicate points of disagreement with the supervisor’s evaluation.
g)Keep a copy of the written review in the employee’s personnel file.
- Make the appraisal process as simple and constructive as possible. Encourage two-way communication, giving the employee the opportunity to evaluate as well as to be evaluated. For example, the supervisor may want to ask: “What am I doing that helps you with your work? What happens here that makes your work more difficult? What would you like me to do that I am not now doing?”
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The Samaritan Institute