Bank Employee Performance Appraisal by ttx14547


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									                      Performance Appraisal
                        Not Just Another Meeting

 “I hate Performance                                    Appraisals.”
Some of the common reasons supervisors give for why they don’t like
doing performance appraisals:
The form is too ______________, long, etc.
I hate playing _____________.
It makes me feel _______________.
It leads to confrontation.

                         So why do appraisals?
Some of the reasons supervisors typically give in favor of performance
appraisals are:
Employees want to know, need to know, and have a right to know how
they are doing.
Performance Appraisal provides an opportunity to _______________
Performance Appraisals provide a tool to                        assess
talent and _______________ needs.
                     There’s no magic in the form!
The real purpose of the review is to discuss how things are going and
how to make them better. The job is not in forms design but in
Performance Appraisal                                provides an
opportunity to improve                               ___________

                       The Case for Self-Rating
Self-rating puts the ball in the __________ __________ and
satisfies many of the __________ supervisors express about the
__________% of employees rate themselves at or ________ where
their supervisors rate them.
Supervisors retain veto power and self-rating strengthens the
employer’s legal position.

                       Keep Your Eye on the Ball
Remember to keep the evaluation focused on performance, behavior
and _____. Making the connection with measurable results is the key.

                       Employee Responsibilities
An __________ list prepared by the employee helps the supervisor
understand what the employee considers most important and ensures
the supervisor has appropriately incorporated the employee’s
accomplishments in the review.
The achievements list should be compared with the ___________

                             Pre-Meeting Checklist
The supervisor should be sure to have a copy of the previous year’s
goals and development plan, as well as examples of the employee’s
performance that support the ratings.

More important than the actual location where the discussion will be
held is the decision-making process to determine that location.

Supervisors can help the employee prepare by giving him/her a copy of
the __________ in advance. If the employee has prepared a self-
evaluation, the supervisor can also ask for it at the same time he/she
gives the employee the “official” appraisal.

                     Giving the marginal or poor performer a copy of the
                     appraisal in advance is not advised!

                     Use creative visualization to plan the meeting.

The following script is an example of how to open the discussion:

I’ve been looking forward to this chance to talk to you about your work last year,
Ann. This discussion will be helpful to both of us.

I’d like to go through the process slowly and carefully. This is one of the most
important things you and I will do together all year. I have set aside an hour for our
meeting, but we can spend more time if we feel it’s useful.

I want to start by having you tell me about the appraisal you wrote of your own
performance - what you felt were the most important items and how you came up with
the evaluation that you did. Then I’d like to talk about the appraisal that I wrote.

An important part of the appraisal deals with your key job responsibilities and the
goals that you set during the last appraisal. I’d like to start there and talk about
the results you achieved. We will need to discuss those areas where you and I
generally agree and those in which our views seem to differ. I’ll give my reasons, and
I want to get your point of view.

We also need to discuss your position responsibilities and goals, and talk about your
development plan for next year.

Why don’t you start by telling me how you feel this past year has gone...?

The better planned the opening, the more successful the following hour
will be!

                              Areas of Agreement
Even when a supervisor agrees with the employee’s assessment, the
supervisor should probe for the reasons the employee attributes to the
success to ensure that ________________________________
_______________                                     _______________
_______________                                     ________
_______________                                     _______________
                          Areas of Disagreement
The supervisor should review the appraisal from the employee’s point
of view in advance of the meeting. The achievements list will alert the
supervisor to areas of disagreement.

For each item of potential disagreement, the supervisor should be sure
to have __________ to support the __________.

Active listening involves providing a rationale for the low rating, specific
examples supporting the decision and giving the employee a chance to
be fully heard and understood.

Restating the employee’s position is an effective technique. Restating is
not agreeing, but gaining an __________ of how the employee views
the situation.

Supervisors can build their skills by starting with the easy ones before
proceeding to the most difficult.                          John Dillinger,
the 1930s bank robber, once                                advised, “Before
you rob your first bank, knock off                         a couple of gas
                          Gaining Understanding
The supervisor’s job is to get the employee to __________ the reason
that performance was rated the way it was.

                      The Unsatisfactory Performer
The poor performance may drag down the __________ performance
of the group.
Others in the group may ____________________.

                      When an employee disagrees...
If the disagreement is an issue of fact, the supervisor should get the
facts and make any __________ corrections. If it’s a matter of
judgment, the supervisor must ask the employee to provide additional
__________. The supervisor must then determine if the evidence is
sufficient to revise his/her judgment.

                       Handling Awkward Moments
The employee may not know what to say and become silent or silence
may be used as a manipulative power play. The supervisor should ask a
question and then wait.

A supervisor needs to focus not on an excuse, but on the issue of
personal __________. “I agree that’s difficult, but how are you
planning to handle that challenge so that you can make sure that your
projects are always ready when they’re needed?”

The key words in the “dismiss and redirect” technique dealing with
irrelevancies are __________ and __________. “I understand that
things are difficult financially right now, but I would like to talk about
that separately. First, I need you to get your hand out of the petty
cash drawer.”

                                 Flight and Fight
Active listening is critical with a fight reaction. Ask the employee for
examples and listen to what he/she has to say. In dealing with fight
reactions, the supervisor’s behavior should be the __________.

Flight reactions are more subtle. The supervisor should continue to
focus on the performance deficiency, even if the employee agrees.

If crying continues beyond what would be considered appropriate, the
supervisor may need to _______________.

                                     Wrap Up
Now that we’ve reviewed the complete appraisal, Ann, let’s summarize the key points
we discussed. the most important thing I want you to remember about our discussion

In reviewing the entire appraisal, there are two areas in which I think your
performance has been outstanding...

There is also one area in particular that you need to immediately work on improving.
That area is...

Finally, when you think about your development plans for next year, the one area I’d
like to give serious thought to is...

That pretty well sums it up for me. Ann, are there any other questions I can answer
for you?

Please sign the form to indicate that you’ve had an opportunity to read it and
understand it. If you’d like to add any comments, please feel free to do so.
This session has been extremely valuable to me, Ann. I look forward to the coming

                             Test Yourself N

1.    During the appraisal, the employee did most of the talking.

2.    The employee had ample opportunities to voice his/her ideas.

3.    I based statements on actual performance, rather than personal

4.    I covered positive areas of performance as well as areas that
      need to be improved.

5.    Even when it was uncomfortable, I gave complete and honest
      pictures of performance.

6.    I used open-ended questions to draw out more than yes/no

7.    I was clear about specific goals.

8.    I gave full attention to the appraisal and prepared in advance
      with questions to ask and issues to cover.

9.    I am supportive and work with the employee to develop the
      employee’s skills.

10.   The employee knows what to do to meet my expectations.

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