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Win-Win Performance Appraisals: What to Do Before, During, and After the Review to Get the Best Results for Yourself and Your Employees

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.


  • 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

  1. Cover Page
  2. Win-Win Performance Appraisals
  3. Copyright Page
  4. Contents
  5. Acknowledgments
  6. Introduction
  7. What Is Your Situation?
  8. The Purpose of Performance Appraisal
  9. Perfect Performance Appraisal
  10. 1. What's Your Situation?
    1. Performance Management in Your Organization
    2. Performance Management: Six Assumptions
    3. Performance Management Cycle
    4. Organization of This Book
  11. 2. Setting Objectives
    1. The Manager's Role in Setting Objectives
    2. Set Objectives for Your Work Group
    3. The Employee's Role in Setting Objectives
    4. Inputs into the Objective-Setting Process
    5. Strategic Corporate Goals
    6. Work Unit Objectives
    7. Position Descriptions
    8. Objectives from Prior Appraisals
    9. Input from Others
    10. Personal Development
    11. Developing Objectives
    12. Criteria for Effective Objectives
    13. Meetings to Discuss Progress Toward Objectives
  12. 3. Improving on Performance Appraisal Forms
    1. Completing the Objectives Section
    2. Using the 4Ws and 1H to Turn Goals into Objectives
    3. Turning Competencies into Objectives
    4. Using Action Verbs
    5. Working with Final Ratings
    6. Behaviorally Anchored Rating Scale
    7. Competencies with Descriptors and Behavioral Indicators
    8. Another Dimension of Performance-Potential
    9. Performance and Potential: Options for Coaching and Development
    10. Technology and Performance Appraisals
  13. 4. Evaluating Your Employees
    1. Schedule the Meeting and Prepare Your Employee
    2. Decide on Your Approach
    3. Evaluate Your Employee
    4. Begin with the Best
    5. Review the Evaluation Period
    6. Rate the Performance
    7. Sources of Bias in Evaluations
    8. Maintain Balance
    9. Narratives
    10. Prepare for the Meeting
    11. Make a Plan
    12. Plan Your Opening
    13. Anticipate Reactions
    14. Prepare to Ask Questions
    15. Review Development Needs
  14. 5. Conducting Performance Appraisal Meetings
    1. Preliminaries
    2. Beginning the Meeting
    3. Discussing the Evaluation
    4. Starting with the Bottom Line
    5. Going Item by Item
    6. Asking Questions
    7. Listening
    8. Dealing with Emotions
    9. Disagreeing
    10. Diagnosing Difficulties
    11. Final Matters
    12. Closing the Meeting
    13. Following Up
  15. 6. Legal Issues in Performance Management
    1. A Little Common Sense
    2. Take Precautions with Procedures
    3. Focus on Job Performance
    4. Treat Your Employees Equally
    5. Conduct Performance Appraisals at Least Annually
    6. Put It in Writing
    7. Communicate with Your Employees
    8. Keep Employee Records Confidential
    9. It's Tough, but It's Your Responsibility
    10. Don't Set Employees Up to Fail
    11. Discrimination
    12. Other Legal Issues
    13. Final Words of Advice
  16. 7. Following Up After the Performance Appraisal Meeting
    1. Reacting to Good Performance
    2. Reward vs. Recognition
    3. Rewards
    4. Recognition
    5. The Most Important Rule of Rewards and Recognition
    6. Abraham Maslow and Frederick Herzberg
    7. Pay for Performance
    8. Performance Diagnosis
    9. Approaches and Tools
    10. Causes and Possible Solutions
    11. "The System"
    12. Diagnosing Success
    13. Serious Attitude Problems
    14. Continuous Performance Diagnosis
    15. Performance Improvement Planning
    16. Performance Planning
    17. Improve Job Descriptions
    18. Personal Development Planning
    19. Performance Appraisal Responsibilities of Your Employees
    20. Closure and Overture
  17. 8. Performance Management as a Continuous Process
    1. Schedule Your Commitments
    2. Continue the Process of Diagnosis and Improvement
    3. Coaching Your Employees
    4. What Is Coaching?
    5. What Makes Coaching Effective?
    6. Personal Issues
    7. Delivering Doses of Coaching
    8. Observing Your Employees
    9. Communicating with Your Employees
    10. Importance of Being Open to Communication
    11. Perceiving and Processing and Thinking and Behaving
    12. Motivating Your Employees
    13. In General
    14. As Individuals
    15. Guiding Your Employees
    16. Asking the Right Questions and Asking Questions Right
    17. Listening
    18. Using Feedback with Your Employees
    19. Providing Feedback
    20. Getting Feedback
    21. Action Steps for Coaching Something New
    22. Monitoring Your Employees' Progress
    23. Coaching in Sessions
    24. Documenting Coaching Sessions
    25. Applying a Little Pressure
    26. Dealing with Employee Problems
    27. Appraise Your Performance as Coach
  18. 9. Managing Teams and Performance Appraisal
    1. In the Beginning
    2. Performance Appraisal
    3. For Example
    4. Assessing Team Development
    5. Assessing Team Behavior
    6. Assessing Member Behavior
    7. Stages of Team Development
    8. Performance Appraisal of Individual Team Members
    9. Team-Centered Performance Review
    10. Recognize and Reward Team Achievements ...
    11. ... and Each Individual
  19. A Final Word
  20. Index