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Sample of staff appraisalPerformance appraisal seems to be a daunting prospect for some managers. It doesntneed to be that way. Appraisal should be simple, practical, motivational and valuable.Just two questions will achieve that.The Problem.Weve turned performance appraisal into a complicated, time consuming, bureaucraticprocess that not only lacks focus but also creates all sorts of avoidance behaviour from allconcerned. We add to the complexity by tagging a salary review on the end of it. Whatnonsense. Lets get back to basics.The Purpose.The purpose of performance appraisal is to review how well an employee has done his orher job and to set goals and performance standards for the next six-twelve months. Thatsall: nothing fancy or elaborate.Behavior.The performance appraisal is not concerned with measuring behavior - unless thatbehavior has seriously damaging effects on performance. Managers get all hung up aboutpersonal style, demeanor, interpersonal relationship, timekeeping, neatness, attitude: awhole lot of behavioral issues that generally have little to do with performance. Letsmeasure the performance, not the performer.The Two QuestionsThe 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 theperformance 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 youre going" on theway to achieving the overall goals. This enables you to review progress at various stagesduring the period involved.The "Catch"Of course, theres a catch. Manager and employee must have agreed on the goals andstandards to measure. In other words, if the goals and standards arent clearly established,its a waste of time asking the questions.The BonusThe two - or three if you prefer - questions make performance measurement a fairlystraightforward process. They also enable the manager or the employee or both tomonitor progress towards the goals. You dont have to wait until "performance reviewtime". You can review, revise, restructure or whatever so that the employee has the bestpossible chance to achieve the job goals in the period specified. Thats not a bad resultfrom two or three questions.ConclusionPerformance appraisal doesnt need to be the threatening, difficult, unpleasant,bureaucratic process it seems to have become in some companies. But to gain full valuefrom this simple approach you must have clearly defined performance goals andperformance standards. The two questions will work like a charm then. But remember,youre assessing the performance not the performer.http://performanceappraisalebooks.info/ : Over 200 ebooks, templates, forms forperformance appraisal.