Get Your Performance Appraisal Discussions Off To A Good Start

Performance Management

这些是一些小建议，有助于减少似乎似乎环绕着绩效评估讨论的尴尬。

Too often, participants in performance appraisal meetings seem awkward and uncomfortable.

To some extent, that's unavoidable - it's always a bit awkward for one person to deliver a formal assessment of the quality of work performed by another.

But following some simple suggestions can eliminate a lot of the awkwardness in performance appraisal meetings.

Here are a couple of tips that will help put both players at ease.

1 Preparation

Gather Your Appraisal Information and Materials in Advance

The most important item you need to have is a copy of the individual's performance appraisal. That's obvious.

But that's not all.

At the beginning of the year, you and the individual probably had a performance planning meeting. Ideally, the individual would have taken notes on a blank copy of the appraisal form and made a copy for you.

That document should have all of the key items that you discussed during the meeting.

Be sure you have a copy of that planning document in case a question about the original goals comes up.

You'll also need information about the individual's performance, particularly if there are some areas where the performance varied significantly from your expectations.

变异是否处于正面或负面方向，您需要能够展示为什么您分配了您所做的评级。

如果评估是个人的表现比你所期望的表现较小，那么你有批评性的重要性，你已经使用了你所用的所有证据，以便“不满意”或“需要改进”绩效评估评级。

There's a magic phrase to use here. That phrase is, "For example . . ." Make sure you've got plenty of examples that support a less-than-satisfactory evaluation.

You may want to have a copy of the individual's development plan. You may want to have copies of weekly reports that the individual submitted that described progress against the goals that were set.

你不能犯错误,o much support material. It will prevent the embarrassment of being unable to find anything of substance to justify the rating you gave.

2列出列表

What are the key points that you want to cover during the discussion? In addition to having a copy of the performance appraisal, write down a list of the most important items you want to discuss. It's easy to refer to them during the meeting to make sure that everything that needs to be discussed gets covered.

3选择合适的地方

可能大多数性能评判al discussions take place in the manager's office, with the manager behind the desk and the appraisee sitting directly in front of it.

Is that the best place to hold the discussion? It may well be, particularly if the performance appraisal is not very good and the manager wants to trot out all of the power and authority available to make the subordinate understand that immediate change is necessary.

But too often the authoritarian, boss-behind-the-desk arrangement serves to emphasise the power relationship at a time when a more collegial approach might be more effective.

More important than the actual location where the discussion ends up taking place is the decision-making process the manager engages in to determine that location. Too often, managers conduct the performance appraisal discussion behind their desks by default they haven't given any thought to the matter and just let it happen in the place where they are most comfortable.

There are several other alternatives possible. The manager's office might not offer complete privacy, particularly if walls are thin or it's a cubicle arrangement. In this case, a conference room or the temporarily vacant office of an out-of-town senior manager might be pressed into service.

If the performance appraisal contains good news and the two participants in the appraisal drama are old colleagues, it might best be conducted over a cup of coffee in the cafeteria. And if it is conducted in the manager's office, just a little furniture rearrangement might reduce the hierarchical nature of the discussion.

If the performance appraisal does indeed contain bad news, and particularly if the manager believes that it will take a dramatic gesture to bring home the message of "Change or else!", the appraiser's boss's office might be a good location. Having your boss give you your performance appraisal in her boss's office - with her boss sitting in as an observer/reinforcer - certainly communicates the seriousness of the message being delivered.

But beware the unusual location. The district sales manager who gives one of her sales reps his annual performance appraisal while the two of them are in the car, driving down the highway on route to a new prospect's office, is exercising bad judgement.

So too is any manager who selects a location significantly away from a business setting, unless the necessity for conducting the performance review at that time, in that location, is obvious to both players.

这些是一些小建议，有助于减少似乎似乎环绕着绩效评估讨论的尴尬。In Part 2, I'll provide a couple more tips that will help put both players at ease.

This article was contributed by Dick Grote

Dick Grote是美国最着名的发言者，作者和员工绩效审查的顾问之一。他是Grote Consulting的董事长兼首席执行官，以及GroTeaproach在线员工绩效管理软件的开发人员。