The #1 Guide to Performance Appraisals
The #1 Guide to Performance Appraisals
But then we’ve never met an individual – an appraiser or appraisee – who looked forward to the process. Managers do them because “corporate policy” says you must give those who work with you periodic reviews regarding their performance. Staff members look forward to them like going to the dentist for root canal work.
HR people go to great length to guide and counsel managers on what and what not to cover in the review and what to write and not write down. Lawyers love to spend hours and days going over the reviews for innocent comments, statements and observations that will produce fat settlements for their clients…and fees for them.
We preferred the simpler days of the business when we joined our first agency after two years of working on the corporate side. Keep in mind that way back then (some of our people call it prehistoric time) only union people had any “muscle” or recourse for real or perceived wrongs. As a “professional,” we didn’t need – nor did we want – that kind of restriction or safety net.
The president had a very clear, concise and understandable performance appraisal policy…”do the job you were hired to do. Do it well – very well – and we don’t have any problem. Do it poorly and we still have no problem – you’re fired.”
So how did we get salary increases? Again, the policy was simple. You could very accurately determine what your billings for the agency were and therefore your “value” to the agency. When you wanted a raise you did your spread sheets, marched into his office, laid them out on the conference table and then told him what you wanted in the form of an increase of salary and/or benefits.
If he felt you were being fair to him and the rest of the agency you received the increase. If he didn’t…you were fired. His logic was that if he turned you down you were going to be disappointed and disenchanted and would start looking for a new position somewhere else. So his was a preemptive move.
It may sound brutal but it was elegant in its simplicity because the options made you error on the side of conservatism. It protected your relationship with him, protected the team of people you worked with and it protected your job.
Unfortunately business and life are no longer that simple and people like Neal make vast sums of money writing complex/incomprehensible HR binders and guidelines, conducting HR conferences and seminars around the country and yes, writing books like The #1 Guide to Performance Appraisals.
All of this said, if you have to give performance appraisals as a part of your PR management job then this is probably as good a book as we’ve seen on the subject. He gives you practical advice on designing the forms, rating scales, scoring techniques and interview/appraisal techniques.
In the book’s 17 chapters he gives you clear/concise advice on how to conduct a performance review that is balanced and accurate. He also spells out how to document your appraisal with the goal of reducing anxiety for the appraisee and give them a path for improving performance.
While many HR departments and managers like the idea of self-appraisal, the approach has recently – and thankfully – fallen into disfavor. Most of us find it difficult – if not impossible – to critically evaluate and then put down on paper their own performance or organizational worth. They often know when their performance is sub-standard but actually sitting down and saying they aren’t working up to their fullest potential is difficult if not impossible.
The new 360-degree appraisal in today’s business environment is probably more realistic because it provides inputs from all of your organization contacts – inside and outside the company. This gives the manager and the employee a more global look at his or her performance and how it impacts the total organization. It’s a good tool but that’s all it is…a tool.
The best chapter for agency managers to read is the one on legal considerations. But don’t worry Neal gives you considerable assistance in this area. There’s a comprehensive list of words to use in the appraisal process and cookbook guidelines for various appraisal levels and documentation support.
Want even more assistance? Well surprise. Neal has another very popular book Effective Phrases for Performance Appraisals. He’d write a software program that you can use to carry out your staff appraisal program efficiently, effectively and legally but unfortunately that’s already been done. Depending upon the program you buy the software will kick out all of those no-no words and phrases that aren’t productive for the employee as well as those items that let the lawyers run to the courthouse with big smiles on their face.
But giving staff members periodic performance reviews is a part of your job description. So be a man (or woman) and do it right. Read Neal’s book and then sit down with your employees and conduct their reviews in a professional manner. If you get really good at the process your people will steadily improve and you might be preparing for a second career…writing performance appraisal how-to books.
The 1 Guide to Performance Appraisals - To learn more about this author, visit Andy Marken's Website.
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Okay, I’ll admit it. I hate giving people performance appraisals. In fact, I’m lousy at it.
But then we’ve never met an individual – an appraiser or appraisee – who looked forward to the process. Managers do them because “corporate policy” says you must give those who work with you periodic reviews regarding their performance. Staff members look forward to them like going to the dentist for root canal work.
HR people go to great length to guide and counsel managers on what and what not to cover in the review and what to write and not write down. Lawyers love to spend hours and days going over the reviews for innocent comments, statements and observations that will produce fat settlements for their clients…and fees for them.
We preferred the simpler days of the business when we joined our first agency after two years of working on the corporate side. Keep in mind that way back then (some of our people call it prehistoric time) only union people had any “muscle” or recourse for real or perceived wrongs. As a “professional,” we didn’t need – nor did we want – that kind of restriction or safety net.
The president had a very clear, concise and understandable performance appraisal policy…”do the job you were hired to do. Do it well – very well – and we don’t have any problem. Do it poorly and we still have no problem – you’re fired.”
So how did we get salary increases? Again, the policy was simple. You could very accurately determine what your billings for the agency were and therefore your “value” to the agency. When you wanted a raise you did your spread sheets, marched into his office, laid them out on the conference table and then told him what you wanted in the form of an increase of salary and/or benefits.
If he felt you were being fair to him and the rest of the agency you received the increase. If he didn’t…you were fired. His logic was that if he turned you down you were going to be disappointed and disenchanted and would start looking for a new position somewhere else. So his was a preemptive move.
It may sound brutal but it was elegant in its simplicity because the options made you error on the side of conservatism. It protected your relationship with him, protected the team of people you worked with and it protected your job.
Unfortunately business and life are no longer that simple and people like Neal make vast sums of money writing complex/incomprehensible HR binders and guidelines, conducting HR conferences and seminars around the country and yes, writing books like The #1 Guide to Performance Appraisals.
All of this said, if you have to give performance appraisals as a part of your PR management job then this is probably as good a book as we’ve seen on the subject. He gives you practical advice on designing the forms, rating scales, scoring techniques and interview/appraisal techniques.
In the book’s 17 chapters he gives you clear/concise advice on how to conduct a performance review that is balanced and accurate. He also spells out how to document your appraisal with the goal of reducing anxiety for the appraisee and give them a path for improving performance.
While many HR departments and managers like the idea of self-appraisal, the approach has recently – and thankfully – fallen into disfavor. Most of us find it difficult – if not impossible – to critically evaluate and then put down on paper their own performance or organizational worth. They often know when their performance is sub-standard but actually sitting down and saying they aren’t working up to their fullest potential is difficult if not impossible.
The new 360-degree appraisal in today’s business environment is probably more realistic because it provides inputs from all of your organization contacts – inside and outside the company. This gives the manager and the employee a more global look at his or her performance and how it impacts the total organization. It’s a good tool but that’s all it is…a tool.
The best chapter for agency managers to read is the one on legal considerations. But don’t worry Neal gives you considerable assistance in this area. There’s a comprehensive list of words to use in the appraisal process and cookbook guidelines for various appraisal levels and documentation support.
Want even more assistance? Well surprise. Neal has another very popular book Effective Phrases for Performance Appraisals. He’d write a software program that you can use to carry out your staff appraisal program efficiently, effectively and legally but unfortunately that’s already been done. Depending upon the program you buy the software will kick out all of those no-no words and phrases that aren’t productive for the employee as well as those items that let the lawyers run to the courthouse with big smiles on their face.
But giving staff members periodic performance reviews is a part of your job description. So be a man (or woman) and do it right. Read Neal’s book and then sit down with your employees and conduct their reviews in a professional manner. If you get really good at the process your people will steadily improve and you might be preparing for a second career…writing performance appraisal how-to books.
The 1 Guide to Performance Appraisals - To learn more about this author, visit Andy Marken's Website.
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Staging DivaDebra Gould, aka The Staging Diva®, is President of Six Elements Inc., an internationally recognized home staging company. Inspired by many requests from aspiring home stagers wanting to start similar businesses, Gould created the Staging Diva Home Staging Business Training Program. Gould has trained over 1000 Staging Diva Graduates worldwide to start staging businesses. Buying decorating and selling six of her own homes in four years lead to an interest in real estate staging which she turned into a career with the launch of sixelements.com in 2002. Since then she has staged hundreds of homes in addition to teaching home staging training. Gould is the author of several home staging resources including a series of popular ebooks made up of a Design Guide, Color Guide and Portfolio Guide. For more information about Debra Gould visit stagingdiva.com. - Visit Staging Diva's Website |
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George LudwigGeorge 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 |
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Linda RichardsonLinda 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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Cheryl MatthynssensCheryl is a life skills coach, licensed Chemical Dependency Counselor and a 20 year entrepreneur. Cheryl's dedication to achieving a life of balance led to her expanding her teaching from the simple managing of life's daily challenges to adding financial well being as well. A direct marketer with DrinkACT, she is gaining ground in the online community with her concepts of making sure business owners, entreprenuers and employees have well rounded life styles. She opened up a small affiliate site - The Balance Guide- to help others find resources for mental and emotional well being. Visit Cheryl's blog to see more of the diversity beyond business she has began offering online at www.thebalanceguide.blogspot.com - Visit Cheryl Matthynssens's Website |
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