By Karen McKirchy
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Additional info for Powerful Performance Appraisals: How to Set Expectations and Work Together to Improve Performance
I'll give you my suggestions later. Employee: Okay. Let's see. The biggest thing, and I know you'll agree because you've reminded me of it, has to do with the customer service reports. I definitely think I can improve by writing up those reports when I finish each project. Another thing has to do with being better about getting here on time, especially when we're near the end of the month. (Pause) So two areas where you could improve are being more conscientious about writing up customer service reports and getting to work on time.
Quality. Page 49 Productivity. Human resources. Organizational climate. List your own job expectations. Decide what you really expect this person to do on the job in the areas of: Objectives. Projects. Authority. Priority. Scheduling. Results/standards of performance. What Things Do you Value the Most? Appraise performance, not expectations. What are the employee's major strengths and weaknesses? What personal characteristics or habits block greater achievement? What's ahead for this person? Why?
Hundreds of items on a form do not lend themselves to pursuing a limited number of objectives. They make it difficult to even start! Page 38 5. Who else looks at the forms and why? A superior's review can influence what you do. This reality may overshadow real communication and make the process seem phony. 6. The fact that an employee's work is favorable does not automatically ensure a promotion, but employees sometimes think so. This mistaken notion often results in disappointment for the employee.
Powerful Performance Appraisals: How to Set Expectations and Work Together to Improve Performance by Karen McKirchy