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Appealing As Part Of Performance Managment

Written by: Dr. Fathi El-Nadi

Article Overview: Even with a well designed and implemented performance management process, there may be situations when an employee has a serious difference of opinion with the manager about his or her performance assessment.

Appealing As Part Of Performance Managment

A procedure for the employee to discuss disagreement with the process should be established.
Some options for dealing with disagreements about performance appraisals are:


Step Review SystemThe disagreement is heard by higher levels of management such as the supervisor's manager, followed by the Executive Director as necessary. In small non-profit organizations there may not be higher levels of management to appeal to.

Peer Review SystemA small group made up of equal numbers of employees and management staff review disagreements.

OmbudsmanEmployees can seek assistance from an individual within the organization who is designated as an impartial ombudsman. An ombudsman does not have the authority to override a decision, but the ombudsman can refer the disagreement up the line of authority, if necessary.
7. Final Checklist for Your Performance Management System
As stated previously, performance management has a variety of purposes, one of which is documentation should there be a legal challenge related to performance.
To ensure that your performance management process is defensible:


Base the process on well written job descriptions and job-related activities

Have the manager and employee collaborate on setting performance objectives

Establish results (objectives) and behaviours for which you can develop observable measures; avoid traits such as 'initiative' which require subjective assessments

Ensure that the employee keeps a copy of the performance plan (work plan) and expectations set at the beginning of the performance management cycle

Provide ongoing monitoring and feedback on performance to the employee

When problems are identified with performance, provide support (training, coaching, etc.) and adequate time for the performance to improve

Train managers/supervisors on all aspects of the process and on how to make bias free assessments

Ensure that the performance management form accurately documents performance - if overall performance is poor say so

Periodically review the performance management process to ensure that it is being applied consistently

Establish an appeals process
Performance Assessment systems design and implementation, to my opiniion, is a cultural issue. It can neither be developed nor managed in isolation of the business values of the organization. It reflects both the business philosophy and attitude towards people who work for the organization.

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ARTICLE: Performance coaching in the workplace - To create lasting performance change it is necessary to first understand the positive and negative influence that a person’s personal behaviors has on their execution and what impact these have on their ability to achieve success. Only when we fully understand a person’s behavioral patterns and create positive self-managing coaching strategies can we assist a person to create lasting performance change. The vast majority of employers believe coaching can deliver significant benefits to both individuals and organizations. The majority of employers plan to increase the use of coaching over the next few years, according to a new survey by the Institute of Personnel and Development. Nearly nine out of ten interviewed companies expect their managers and supervisors to deliver performance coaching as part of their day-to-day work. In another large industry-wide study it was found that most managers reported that they were confident in their ability to coach. However, the study also showed that the managers’ actual skills levels as coaches were typically poor. As a consequence they were not nearly as effective in their coaching as they believe themselves to be. Often times, they believed that coaching consisted of just providing 1-to-1 instructional feedback to their staff members on what to do in a given situation to perform better. Many recent studies have shown that technical skills only represent at best 20% of the contribution into our performance. The remaining 80% comes from our ability to choose or make a decision, assertiveness, commitment to grow, ability to concentrate, honesty, optimism, persistence, ability to perform well under stress and so on. These traits are commonly called our soft skills or attitude. Few managers understand just how deeply rooted their own behavior patterns are, let alone how to positively change them in other people. Performance coaching is frequently confused with other types of coaching, such as Executive coaching and Life coaching. Performance coaching is a form of Directive coaching. Executive coaching and Life coaching are both forms of Non-directive coaching. Directive coaching is usually more suitable for a manager who sometimes acts as a coach. Performance coaching in the workplace has developed immensely from what it was only 4 years ago. To choose the right coach will make a huge difference. You also better make sure to know what you want. If your coach knows what (s)he is doing – you will get on your way to get it! [i:38tu5pgr]- Peter J Karlsson[/i:38tu5pgr]
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