The Performance Appraisal Question and Answer Book: A Survival Guide for Managers
Make no mistake: Performance appraisal is difficult. Rewarding excellence and demanding personal responsibility are challenges that need to be met if your organization is to attain consistent, superior results. The Performance Appraisal Question and Answer Book will help you meet these challenges and many more. His answers are written in an easy-to-understand, practical way that serves as a user-friendly guide for new and experienced managers alike. After spending months conducting benchmarking research across many best-practice firms in order to gather the most relevant information on this topic, I can honestly say that no one else should have to do that after reading this book.
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Just as the four seasons of fall, winter, spring and summer come and go each year without fail, so too does appraisal season—that time of year when employees the world over are sitting down with managers for an annual performance review, whether they like it or not. Admittedly, the potential benefits of these meetings are the subject of heated debate. And statistics show effective performance appraisals can lead to improved productivity and lower turnover. Still, many employees and employers anticipate the performance appraisal with dread, even though it is meant to be a time of dialogue between an employer and an employee, not a time of confrontation or criticism. Not every manager is capable of giving constructive feedback or motivating employees during a review, but every employee has it within his or her power to prepare ahead of time in order to make the most of this unavoidable process. To make the best use of this annual event, you should go into your performance review ready to answer questions as well as highlight your accomplishments. This means studying probable questions ahead of time, as well as considering ways to position yourself as an employee who is striving to constantly learn and grow for the sake of the organization, and in order to be ready to take on additional responsibilities or even a new role or a promotion.
The performance management process in our 7 1 organization has conflicting purposes. We use it to determine merit increases and performance feedback for work done during the previous twelve months, to determine training needs, and as a key tool in succession planning. Can one procedure really serve all those functions well? How many meetings should I have with an 8 1 employee to talk about performance? All these meetings take too much time.