CONDUCTING PERFORMANCE APPRAISALS

Doing Right vs. Being Right

Within every organization there exist laws and regulations that protect it from
legalities. And within that frame of regulations, managers and leaders make their
decisions. Where performance appraisals are concerned and ending one’s contract,
there are a number of ways that managers and leaders usually handle it:

First consider, do you want to Be Right or do you want to Do it Right.

Being Right: Evaluations that result in terminating or ending the contract of an

employee with no adequate justification because policy wise it is supported.

Doing it Right: Documentations and feedback that lead up to the Appraisal Review
and prepares the employee of the outcome i.e. No Surprises.

The Number One Mistake Leaders and Managers Make:

All too common, it is when a manager fails to give someone adequate feedback on
their performance during the year, and then dumps it on them in the performance
appraisal meeting.

Unfortunately, the feedback is almost negative, so the employee ends up sitting

there in shock at best, wondering why his or her manager didn’t say something
sooner; at worst, feeling unjustly victimized.

And you have to wonder – how can a manager expect an employee to do the right
things, the right way, if the manger hasn’t provided any guidance or feedback all
year?

The solution: make it a habit to tell your employees if they’ve done a good or poor
job, and if it’s a poor job, explain how they can do things better in the future.

There should be no surprises in the performance appraisal!

Reference:

http://www.businessknowhow.com/manage/performance-appraisal.htm