As you review your Performance Appraisal comments, ensure that:
- Performance from the entire review period has been given equal weight. To prove that you have done so, from your documentation, select examples that typify the employee’s results and desired behaviors. In your comments, mention timeframes, such as ‘Since first quarter, Mark has steadily improved ABC accuracy each month, moving from 88% in March, to 90% in April, to 92% in May.’ Or, ‘During June, July, and August, Sherrie was Team Leader for ABC Accuracy.’ Read more ›
Does your team’s Performance Appraisal process meet the following expectations? Your Management Team expects your team’s Performance Appraisal Process to demonstrate evidence of your . . . .
- Professionalism: You have proofread your team’s Performance Appraisals for spelling and grammar. The writing is clear. The Appraisals are presented to your team and submitted to Human Resources on time.
- Honest, timely communication: There are NO SURPRISES—the Appraisal matches what you have communicated to your next-level manager about the employee’s results throughout the year. Read more ›
Well-written, SMART objectives and clearly defined Values are the basis of effective Performance Agreements.
Employee Performance Agreements are working tools used to (1) define and document expectations for performance objectives and Values, (2) guide completion of specific goals in conjunction with set timeframes, (3) provide the ability to measure results of and set clear direction for individual job roles. Refer to, use, and update Performance Agreements ongoing throughout the year to monitor and guide performance.
Performance Agreements should:
- Be developed by every manager or supervisor in conjunction with each direct report at the beginning of the calendar year (or of the performance review period) or whenever a new employee joins the work group.
- Clearly state specific details focusing on both financial and non-financial goals. Read more ›
1. How do I write a performance objective that is at the appropriate level of difficulty—challenging enough without being too difficult to obtain?
Refer to your organization’s job description for the employee’s position, and ensure the performance objective is anchored at the appropriate work level. For example, for an entry-level employee, you can make it clear that the employee is expected to accomplish the performance objective with guidance. In contrast, for a senior-level employee, a performance objective would entail a high degree of independent judgment. For an expert-level employee, the objective should involve highly complex work, coordination across work groups, and/or producing results with far-reaching impact.
Meet with your Management Team to discuss what are appropriate expectations for employees in similar types of jobs and within certain pay or band levels. As appropriate, set common performance objectives for individuals who are doing the same work.
2. How do I write performance objectives that are specific and measurable when the job is not easily quantified? Read more ›
Effective Performance Appraisals and the success of the whole Performance Appraisal Process rest on well-written performance objectives and Performance Agreements—employees’ blueprints for success.
Some managers cascade performance objectives from their next level managers to their teams, determining which team member(s) will be responsible for which portion of each team objective. Other managers, including those whose teams are on special assignments, write the objectives with their teams. And top management-level employees may write their own objectives with input from their organization’s Board of Directors.
How does a manager draft SMART Performance Objectives? Read more ›