Performance Appraisal: Ben Dattner, PH.D

Performance Appraisal
Ben Dattner, Ph.D.

Performance appraisal
Setting goals for the appraisal system

Developing criteria for successful performance
Creating metrics for evaluating performance
Selecting reviewees and reviewers
Considering the timing of feedback
Organizing logistics for the report and meeting
Giving candid and constructive feedback
Following up to ensure that the system works
© 2010 Dattner Consulting, LLC

2
 Setting goals
• Developing criteria
Setting goals • Creating metrics
• Selecting reviewees
and reviewers
• Considering timing
• Organizing logistics
• Giving feedback
• Following up
Well-designed Performance Appraisal systems:

• Recognize and record an employee’s contributions
• Give employees useful performance feedback
• Enable a more effective and equitable reward system
• Develop the professional capabilities of employees
• Communicate the organization’s values and culture
• Help the organization make evidence-based, legally
defensible personnel decisions

3
 Setting goals
Setting goals • Creating metrics
and reviewers
• Giving feedback
• Following up
Evaluation
• Prediction of future performance based on past
performance
• Retention decisions and succession planning
• Compensation
Development
• Assessment for training and development
• Career planning

4
• Setting goals
 Developing criteria
Developing criteria • Creating metrics
and reviewers
• Giving feedback
• Following up
Criteria should be:

• Aligned with organizational goals
• Relevant to given roles
• Specific and measurable
• Under employees’ control
• Understood and accepted by participants

5
• Setting goals
 Developing criteria
Developing criteria • Creating metrics
and reviewers
• Giving feedback
• Following up
Criteria can be based on:

• Quantitative and/or qualitative factors
• Competencies and/or performance
• Effort and/or results
• Frequency of behaviors

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• Setting goals
Creating metrics  Creating Metrics
and reviewers
• Giving feedback
• Following up
Ratings can be on the basis of:

• General or specific standards or expectations
• Improvement on past performance
• Rankings or comparison to others

7
• Setting goals
and reviewers
• Giving feedback
• Following up
Rating scales differ in terms of:

• Definition of ratings
• Number of possible ratings
• Presence or absence of a midpoint

8
• Setting goals
and reviewers
• Giving feedback
• Following up
Types of rating scales:
• Graphic Rating Scales

• Ranking
• Forced Distribution
• Behaviorally Anchored Rating Scales (BARS)

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• Setting goals
Selecting reviewees and reviewers • Creating metrics
 Selecting reviewees
and reviewers
• Giving feedback
• Following up
Reviewees can be:

• Everyone in the organization
• Assigned by managers
• Selected by level
• Selected by division or department
• Self-selected

10
• Setting goals
Participants (Continued) • Creating metrics
and reviewers
• Giving feedback
• Follow up
Reviewers can be designated by:

• Manager
• Human Resources
• Reviewee

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• Setting goals
Participants (Continued) • Creating metrics
and reviewers
• Giving feedback
• Follow up
Reviewers can include:

• Reviewee
• Manager
• Peers
• Subordinates
• Clients or customers

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• Setting goals
Considering timing • Creating metrics
and reviewers
 Considering timing
• Giving feedback
• Following up
Performance can be appraised:

• After each project is completed
• After a milestone is reached
• Quarterly
• Semi-annually
• Annually

13
• Setting goals
Organizing logistics • Creating metrics
and reviewers
 Organizing logistics
• Giving feedback
• Following up
Data can be gathered by or in:

• Written surveys
• Intranet or internet
• Individual discussions
• Group meetings

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• Setting goals
Organizing logistics • Creating metrics
and reviewers
 Organizing logistics
• Giving feedback
• Following up
The process can be coordinated by:

• Employee
• Manager
• Human Resources
• An outside vendor

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• Setting goals
Giving feedback • Creating metrics
and reviewers
 Giving feedback
Feedback reports can include: • Following up
• Attributed ratings and comments

• Anonymous ratings and comments
• Statistics and comparisons
• Weighted or unweighted ratings
• By competency
• By reviewer
• Competencies necessary for advancement

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• Setting goals
and reviewers
 Giving feedback
• Following up
Feedback reports can be (or not be):

• Filtered or summarized by manager
• For an employee’s file
• Shared with others
• Reviewed and approved by others
• Inclusive of tables or graphics

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• Setting goals
and reviewers
 Giving feedback
• Following up
Feedback is least useful when it is:

• Inaccurate or untrue
• Biased due to favoritism or politics
• Insensitive and unduly critical
• Not specific or actionable
• Constituted by orders or ultimatums

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• Setting goals
and reviewers
 Giving feedback
Feedback is most useful when it is: • Following up
• Candid and honest

• Specific and actionable
• Based on more than one incident or example
• Based on more than one person’s view
• Framed positively and constructively
• Behaviorally based rather than personality based
• Summarized and integrated into key themes

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• Setting goals
and reviewers
 Giving feedback
• Following up
Feedback meetings can include:

• Discussion of
• Strengths and development needs
• Compensation
• Team challenges and opportunities
• Development and career planning
• Goal setting for upcoming performance cycle
• Upward feedback

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• Setting goals
Following up • Developing criteria

• Creating metrics
and reviewers
• Giving feedback
Follow up for the individual can include:  Following up
• A written development plan with goals, timelines

and responsibilities
• Progress reports
• Additional meetings with manager
• Training to build on strengths and address needs
• “Stretch” assignments or rotations
• Coaching
• Mentoring

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• Setting goals
Follow up • Developing criteria

• Creating metrics
and reviewers
• Giving feedback
Follow up for the organization:  Following up
• Use aggregated ratings for gap analysis and needs

assessment
• Track performance appraisal statistics to measure the
success of the management development system
• Train new hires and periodically retrain reviewers about
how to evaluate reviewees and give useful feedback
• Periodically survey reviewees and reviewers about the
costs and benefits of the system
• Ensure that the performance appraisal system is in
alignment with evolving organizational and business goals

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Conclusion
A well-designed performance appraisal system supports

an integrated human resource strategy which enables the
attainment of organizational and business goals

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Ben Dattner, Ph.D.
ben@dattnerconsulting.com
212-501-8945
www.dattnerconsulting.com

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Performance Appraisal

Ben Dattner, Ph.D.

Setting goals for the appraisal system

© 2010 Dattner Consulting, LLC

Well-designed Performance Appraisal systems:

© 2010 Dattner Consulting, LLC

© 2010 Dattner Consulting, LLC

Criteria should be:

© 2010 Dattner Consulting, LLC

Criteria can be based on:

© 2010 Dattner Consulting, LLC

Ratings can be on the basis of:

© 2010 Dattner Consulting, LLC

Rating scales differ in terms of:

© 2010 Dattner Consulting, LLC

Types of rating scales:

• Graphic Rating Scales

© 2010 Dattner Consulting, LLC

Reviewees can be:

© 2010 Dattner Consulting, LLC

Reviewers can be designated by:

© 2010 Dattner Consulting, LLC

Reviewers can include:

© 2010 Dattner Consulting, LLC

Performance can be appraised:

© 2010 Dattner Consulting, LLC

Data can be gathered by or in:

© 2010 Dattner Consulting, LLC

The process can be coordinated by:

© 2010 Dattner Consulting, LLC

Feedback reports can include: • Following up

• Attributed ratings and comments

© 2010 Dattner Consulting, LLC

Feedback reports can be (or not be):

© 2010 Dattner Consulting, LLC

Feedback is least useful when it is:

© 2010 Dattner Consulting, LLC

Feedback is most useful when it is: • Following up

• Candid and honest

© 2010 Dattner Consulting, LLC

Feedback meetings can include:

© 2010 Dattner Consulting, LLC

Following up • Developing criteria

Follow up for the individual can include:  Following up

• A written development plan with goals, timelines

© 2010 Dattner Consulting, LLC

Follow up • Developing criteria

• Use aggregated ratings for gap analysis and needs

© 2010 Dattner Consulting, LLC

A well-designed performance appraisal system supports

© 2010 Dattner Consulting, LLC

© 2010 Dattner Consulting, LLC

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