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Sample of staff appraisal

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					Sample of staff appraisal




Performance appraisal seems to be a daunting prospect for some managers. It doesn't
need to be that way. Appraisal should be simple, practical, motivational and valuable.
Just two questions will achieve that.

The Problem.

We've turned performance appraisal into a complicated, time consuming, bureaucratic
process that not only lacks focus but also creates all sorts of avoidance behaviour from all
concerned. We add to the complexity by tagging a salary review on the end of it. What
nonsense. Let's get back to basics.

The Purpose.

The purpose of performance appraisal is to review how well an employee has done his or
her job and to set goals and performance standards for the next six-twelve months. That's
all: nothing fancy or elaborate.

Behavior.

The performance appraisal is not concerned with measuring behavior - unless that
behavior has seriously damaging effects on performance. Managers get all hung up about
personal style, demeanor, interpersonal relationship, timekeeping, neatness, attitude: a
whole lot of behavioral issues that generally have little to do with performance. Let's
measure the performance, not the performer.

The Two Questions

The key issues in performance appraisal can be addressed in just two questions.

      "What is the job designed to achieve: the job goals?"
      "How will you know that the goals have been achieved?"

The first question establishes the goals of the job. The second established the
performance standards. And if your records and systems are spot on and comprehensive,
you - and the employee - can measure performance without conversation or discussion.
The answers will be on a computer screen.

Answering these questions will complete the appraisal.

If You Need A Third Question ...
You can help the performance appraisal process by asking a third question.

      "How can we review progress towards goals and standards?"

In some jobs you may need a scoreboard: a way of knowing "how you're going" on the
way to achieving the overall goals. This enables you to review progress at various stages
during the period involved.

The "Catch"

Of course, there's a catch. Manager and employee must have agreed on the goals and
standards to measure. In other words, if the goals and standards aren't clearly established,
it's a waste of time asking the questions.

The Bonus

The two - or three if you prefer - questions make performance measurement a fairly
straightforward process. They also enable the manager or the employee or both to
monitor progress towards the goals. You don't have to wait until "performance review
time". You can review, revise, restructure or whatever so that the employee has the best
possible chance to achieve the job goals in the period specified. That's not a bad result
from two or three questions.

Conclusion

Performance appraisal doesn't need to be the threatening, difficult, unpleasant,
bureaucratic process it seems to have become in some companies. But to gain full value
from this simple approach you must have clearly defined performance goals and
performance standards. The two questions will work like a charm then. But remember,
you're assessing the performance not the performer.


http://performanceappraisalebooks.info/ : Over 200 ebooks, templates, forms for
performance appraisal.

				
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Description: Sample of staff appraisal