In the first part of this series on Performance Appraisals, I discussed how we as managers should approach this process. It is a valuable tool when used appropriately. When it is viewed as a “paper drill”, then it is of no value to anyone. My attempt in this post is to provide you with steps to manage the Performance Appraisal Process.

Early in my career as a manager, I received a poor performance evaluation from my supervisor. Perhaps he is the inspiration in writing this post. He was the worst manager I had ever had and I am sure he viewed me as the worst employee he ever had. Since I am the author and telling the story, we’ll make him the villain nonetheless.

My previous manager had rated me as high as the score could go. Due to the dynamics of a merger, he was squeezed out and I received a new manager. I’ll keep his name out to protect the guilty. Within months I could feel the tension building but a word was never spoken. Finally, a year later, I received my first review from him. Because of the tension, I didn’t expect to be ranked as high as I had been.  I did expect to receive the standard “Meets Expectations”. Needless to say, I did not receive that rating. I received a “Needs Improvement” and two additional documents that he had just created to support the NI. However, he had never given them to me before that day. Most of the appraisal contained information I had never heard before that moment. That day he earned the title of world’s worst manager.

I did learn some great lessons from being on that side of the process. Lessons I swore I would never repeat as a manager.  The following list will help managers conduct a successful Performance Appraisal.

1. All parties involved need to plan for it. Don’t let it sneak up on you. A deadline is irrelevant as your coaching should be continuous. If you have a performance discussion with your employees monthly using the Appraisal as a guide, you and the employee will be quite comfortable when the yearly is eventually due.
2. Avoid the “Sandwich” technique. I know there are those out there still teaching this. I think it is misguiding and a waste of everyone’s time. This technique is when you tell your employee something bad but you sandwich it between telling him something good. All this does is confuse the employee and deteriorate the process and the relationship after they think everything is great. After all, you did tell them 2 good things and 1 bad.
3. Speak with optimism. This is the alternative to the “Sandwich Technique”. Even though you may have bad news, let the employee know that resources and you are available to help him become a success. This doesn’t cloud the fact that improvement is needed as the other technique does.
4. Avoid surprises. If the employee did something wrong, tell them on the spot. Don’t wait until the appraisal discussion.  They may not even remember it. Plus if you wait, how do you expect the employee to improve their performance?
5. Manage the communication process. Don’t let things get emotional and out of control. If they do, you should consider rescheduling. Level heads are needed during this process. Things shouldn’t get emotional if you are doing year long coaching. The employee will know exactly what is in the document.
6. Continue to reinforce ownership and buy in. The appraisal belongs to both you and the employee. Use this as an opportunity to persuade, influence and inspire. Allow them to develop a plan to improve. Collaboration works so much better than a dictatorship.
7. Set measurable goals and objectives aligned to the organization. Set your employees up for success. An unachievable goal and objective will only frustrate your employees. Ultimately it will force failure on all those involved. Establish benchmarks to keep your employees focused.
8. Provide the necessary resources and tools for the employees success. Simply telling an employee they need to improve is not effective for most. They need your help. As their manager, it is your responsibility to provide assistance to make them successful.
9. Evaluate consistently across your entire staff. There are definitely legal implications to not being consistent. Additionally, your staff will start to lose respect for you and probably morale will sink. All of these impact your success as a manager.
10. Ask questions to engage the employee. Don’t make the Performance Appraisal a monologue. Probing will help you identify employee motivators and it may reveal some of the challenges the employee is having.

These aren’t complex tasks but they can be powerful when done correctly. Don’t get caught up in the routine of the performance appraisal. Make it part of your daily tasks. One of the most important roles a manager has is to coach. It’s odd how I often find that this is one of the areas that many managers spend the least amount of time. Sometimes I wonder if it is even on their To Do Lists. If this sounds like you, it doesn’t have to be that way. Consider this a call to arms. Your employees are waiting for coaching. The Year Long not Year End Performance Appraisal is a great process and tool to win the war.

You can click here to read part 1

You can follow me on Twitter @TerrenceWing and @LiquidLearn