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Performance Appraisal More Powerful with a ResultsOriented Job Description

Performance Appraisal More Powerful with a ResultsOriented Job Description

Performance appraisal discussions are always easy—when they are with successful employees. It’s the conversations with not-so-successful employees that can go right down the sewer.

Managers make a big mistake by trying to discuss personal behaviors and personality issues. There’s a way to talk about these things, but not without a proper foundation. Managers may also be saddled with appraisal forms that structure an appraisal conference around the wrong things, such as, traits, attitudes, and behaviors.

The answer is simple: Performance appraisal must be focused on whether the job was accomplished or not accomplished. Thus, the job description offers the best guide for making such an appraisal.

Now, here’s a finesse. Not just any job description will set the proper foundation for an appraisal discussion. To have an objective conversation, the focus must be on the results produced by behaviors instead of on the behaviors themselves. This is where the Results-Oriented Job Description comes in since traditional job descriptions only list duties and tasks—which turn out to be personal behaviors.

When the result becomes the focus, the employee has the opportunity to first examine the result, and then the reason why it was not accomplished (which by the way, may not be a behavior at all, but a structural or procedural problem).

Here is a Job Performance Appraisal Guide, based on a Results-Oriented Job Description, for a waiter/waitress. You’ll find a standard ruler, and section for comments following each major job result.


Job Performance Appraisal Guide

A guide for appraising an employee’s contribution to job and organization success.


WAITER-WAITRESS


1. PREPARES TABLES FOR DINING
by
cleaning and covering tables; setting utensils, napkins, decorations, condiments, candles, and service plates.

Great! Just want we wanted. 
We have a problem.
Improvement is needed. 
Much, much more than we asked for.

Comments:
_______________________________________________________________________________

_______________________________________________________________________________


2. HELPS DINERS SELECT FOOD AND BEVERAGES
by
presenting menu; suggesting courses; explaining daily specials; answering food preparation questions; offering beverages; identifying appropriate wines.

Great! Just want we wanted. 
We have a problem.
Improvement is needed. 
Much, much more than we asked for.

Comments:
_______________________________________________________________________________

_______________________________________________________________________________


3. TRANSMITS ORDERS TO KITCHEN AND BAR
by
recording diners’ choices; identifying diners’ special dietary needs and requests; noting timing of meal progression.

Great! Just want we wanted. 
We have a problem.
Improvement is needed. 
Much, much more than we asked for.

Comments:
_______________________________________________________________________________

_______________________________________________________________________________


4. SERVES FOOD AND DRINKS
by
picking-up and delivering items from bar, kitchen, and service areas.

Great! Just want we wanted. 
We have a problem.
Improvement is needed. 
Much, much more than we asked for.

Comments:
_______________________________________________________________________________

_______________________________________________________________________________


5. MAINTAINS DINING EXPERIENCE
by
inquiring of needs; removing courses as completed; replenishing utensils; refilling water glasses; being alert to spills or other special needs.

Great! Just want we wanted. 
We have a problem.
Improvement is needed. 
Much, much more than we asked for.

Comments:
_______________________________________________________________________________

_______________________________________________________________________________


6. CONCLUDES DINING EXPERIENCE
by
acknowledging choice of restaurant; inviting diners to return.

Great! Just want we wanted. 
We have a problem.
Improvement is needed. 
Much, much more than we asked for.

Comments:
_______________________________________________________________________________

_______________________________________________________________________________


7. OBTAINS DINING REVENUES
by
totaling charges; issuing bill; accepting payment; returning change or credit card.

Great! Just want we wanted. 
We have a problem.
Improvement is needed. 
Much, much more than we asked for.

Comments:
_______________________________________________________________________________

_______________________________________________________________________________


8. PROTECTS RESTAURANT AND DINERS
by
adhering to sanitation, safety, and alcohol beverage control policies.

Great! Just want we wanted. 
We have a problem.
Improvement is needed. 
Much, much more than we asked for.

Comments:
_______________________________________________________________________________

_______________________________________________________________________________


9. IMPROVES WAITER/WAITRESS JOB KNOWLEDGE
by
attending training sessions; reading technical publications.

Great! Just want we wanted. 
We have a problem.
Improvement is needed. 
Much, much more than we asked for.

Comments:
_______________________________________________________________________________

_______________________________________________________________________________


10. CONTRIBUTES TO FOOD SERVICE AND RESTAURANT SUCCESS
by
welcoming related, different, and new requests; helping others accomplish job results.

Great! Just want we wanted. 
We have a problem.
Improvement is needed. 
Much, much more than we asked for.

Comments:
_______________________________________________________________________________

_______________________________________________________________________________





Performance Appraisal More Powerful with a ResultsOriented Job Description - To learn more about this author, visit Roger Plachy's Website.

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George Ludwig
George Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website

Linda Richardson
Linda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website


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About The Author


Roger Plachy
(Visit Roger's Website) Roger Plachy and Sandy Plachy are a husband-wife human resources management consulting team. Their interest in results-oriented thinking and managing employee performance led them to establish the Job Results Management Institute, and to create the Results-Oriented Job Description. At www.jrmi.com they offer the world’s largest database of results-oriented job descriptions. They have also responded to management’s need to keep employment actions centered on job requirements instead of personality, creating management forms tailored to each job description, for interviewing, orienting, training, and appraising performance. Free family job descriptions on their site bring a results-orientation to non-work aspects of life. Roger and Sandy consult with all types of organizations worldwide, and are authors of the books, Results-Oriented Job Descriptions, More Results-Oriented Job Descriptions, Performance Management, and Building a Fair Pay Program. Roger also wrote: When I Lead, Why Don’t They Follow? At www.results-orientedthinking.com, they offer commentary about their results-oriented management approach.

Roger Plachy is a Silver author on EvanCarmichael.com
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