Book description
Increase Productivity with High-Impact Performance Reviews!
Performance appraisals may not be everyone’s favorite task. Done right, though, they serve as a vital part of company strategy—and document in black and white your contribution to the organization’s success.
Win-Win Performance Appraisals gives you the knowledge, insight, and tools to transform every performance review from a painful, one-hour “sit down” into a collaborative process for achieving long-term goals.
GET ALL THE INSIGHT, TIPS, AND TACTICS TO:
- Align objectives with corporate strategy
- Write unbiased, productive evaluations
- Hold face-to-face reviews focused on moving forward —not looking back
- Avoid possible legal pitfalls
- Conduct follow-up reviews that benefi t you and your employee
Table of contents
- Cover Page
- Win-Win Performance Appraisals
- Copyright Page
- Contents
- Acknowledgments
- Introduction
- What Is Your Situation?
- The Purpose of Performance Appraisal
- Perfect Performance Appraisal
- 1. What's Your Situation?
-
2. Setting Objectives
- The Manager's Role in Setting Objectives
- Set Objectives for Your Work Group
- The Employee's Role in Setting Objectives
- Inputs into the Objective-Setting Process
- Strategic Corporate Goals
- Work Unit Objectives
- Position Descriptions
- Objectives from Prior Appraisals
- Input from Others
- Personal Development
- Developing Objectives
- Criteria for Effective Objectives
- Meetings to Discuss Progress Toward Objectives
-
3. Improving on Performance Appraisal Forms
- Completing the Objectives Section
- Using the 4Ws and 1H to Turn Goals into Objectives
- Turning Competencies into Objectives
- Using Action Verbs
- Working with Final Ratings
- Behaviorally Anchored Rating Scale
- Competencies with Descriptors and Behavioral Indicators
- Another Dimension of Performance-Potential
- Performance and Potential: Options for Coaching and Development
- Technology and Performance Appraisals
-
4. Evaluating Your Employees
- Schedule the Meeting and Prepare Your Employee
- Decide on Your Approach
- Evaluate Your Employee
- Begin with the Best
- Review the Evaluation Period
- Rate the Performance
- Sources of Bias in Evaluations
- Maintain Balance
- Narratives
- Prepare for the Meeting
- Make a Plan
- Plan Your Opening
- Anticipate Reactions
- Prepare to Ask Questions
- Review Development Needs
- 5. Conducting Performance Appraisal Meetings
-
6. Legal Issues in Performance Management
- A Little Common Sense
- Take Precautions with Procedures
- Focus on Job Performance
- Treat Your Employees Equally
- Conduct Performance Appraisals at Least Annually
- Put It in Writing
- Communicate with Your Employees
- Keep Employee Records Confidential
- It's Tough, but It's Your Responsibility
- Don't Set Employees Up to Fail
- Discrimination
- Other Legal Issues
- Final Words of Advice
-
7. Following Up After the Performance Appraisal Meeting
- Reacting to Good Performance
- Reward vs. Recognition
- Rewards
- Recognition
- The Most Important Rule of Rewards and Recognition
- Abraham Maslow and Frederick Herzberg
- Pay for Performance
- Performance Diagnosis
- Approaches and Tools
- Causes and Possible Solutions
- "The System"
- Diagnosing Success
- Serious Attitude Problems
- Continuous Performance Diagnosis
- Performance Improvement Planning
- Performance Planning
- Improve Job Descriptions
- Personal Development Planning
- Performance Appraisal Responsibilities of Your Employees
- Closure and Overture
-
8. Performance Management as a Continuous Process
- Schedule Your Commitments
- Continue the Process of Diagnosis and Improvement
- Coaching Your Employees
- What Is Coaching?
- What Makes Coaching Effective?
- Personal Issues
- Delivering Doses of Coaching
- Observing Your Employees
- Communicating with Your Employees
- Importance of Being Open to Communication
- Perceiving and Processing and Thinking and Behaving
- Motivating Your Employees
- In General
- As Individuals
- Guiding Your Employees
- Asking the Right Questions and Asking Questions Right
- Listening
- Using Feedback with Your Employees
- Providing Feedback
- Getting Feedback
- Action Steps for Coaching Something New
- Monitoring Your Employees' Progress
- Coaching in Sessions
- Documenting Coaching Sessions
- Applying a Little Pressure
- Dealing with Employee Problems
- Appraise Your Performance as Coach
-
9. Managing Teams and Performance Appraisal
- In the Beginning
- Performance Appraisal
- For Example
- Assessing Team Development
- Assessing Team Behavior
- Assessing Member Behavior
- Stages of Team Development
- Performance Appraisal of Individual Team Members
- Team-Centered Performance Review
- Recognize and Reward Team Achievements ...
- ... and Each Individual
- A Final Word
- Index
Product information
- Title: Win-Win Performance Appraisals: What to Do Before, During, and After the Review to Get the Best Results for Yourself and Your Employees
- Author(s):
- Release date: September 2011
- Publisher(s): McGraw-Hill
- ISBN: 9780071739856
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