Performance appraisals, if badly structured and poorly managed, can cause significant damage and demotivate your staff sometimes to the point where they leave the organisation. It is reported that any negative feedback given within an appraisal that has not been handled well can seriously damage employee engagement, and once employee engagement suffers, the rest of the company will, too.
In recent years we've heard countless accounts of big companies like Deloitte; Adobe; Microsoft and others throwing out the rule book, removing the formal appraisal process and replacing it with ongoing performance conversations and feedback – but the irony is that this is what a good performance appraisal should already be about!
This manager's guide to performance appraisals forms part of our series breaking down the different meetings within an effective performance management cycle and giving tips on each. In this paper, we focus in on performance appraisals and consider the different types and how they should be a continuation of what is going on all year round. We hope to prove that it doesn’t have to be a once a year laborious tick box exercise for both Manager and employee but an engaging summary dialogue to drive both development and results. Keep reading to find out in seven easy steps how to make your appraisals as successful as possible.
We discuss mid and end year performance appraisals, also how ratings may fit into the appraisal or not. We consider the importance of feedback, documentation and most of all how the conversation must be as meaningful as possible. Development and Career aspirations fit within the performance management cycle but when do they fit in an appraisal? We actually have specific guides on both these topics too which you can download using the buttons below.
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