Improvements Which Can Be Made



Not a widespread practice, and even where it is practised, it is often considered to be too difficult or a bind.

The perfect system is not available to any organisation in terms of the criteria previously discussed, and taking into the account the vastly differing needs of individuals.

Organisations without a formal system would do well to institute one, and those which do have one would do well to make some adjustments.


Greater emphasis on behaviourally oriented measures

Traits may be prized by the organisation as desirable, they do not necessarily indicate performance.



Needs to be on a continuous, or more regular, basis so that the pitfalls, stresses and strains of the annual interview are avoided.

Appraisal should be a learning and constructive process

Employees should always be given plenty of opportunity to discuss their performances.


Number of Assessors

Increases the probability of a fair assessment, particularly if the assessors have specialist knowledge of the person concerned.

The use of peer assessments and individuals assessing themselves.

Subordinates assessing superiors is also relevant - it is a common feature in training institutions : used sensibly, it need not be a threat to established lines of authority.



Requires assessors to be trained in the purposes, functions and implications of assessment

Does not have to be lengthy, but must be refreshed regularly

No excuse to continue doing what we have always done

simply because that is the way we have always done it.


Combination Systems

Narrative, critical incident and graphic rating scale


Each individual is assessed briefly on job performance


Tips for the Future

Most of us are normal, sane and reasonably hard working. We can also assume that most of the people who work for us are normal, sane and reasonably hard working. Then why is it that some people who work for us don't do what they should?

The danger with people like this, is that we tend to give them labels such as lazy or difficult. We put them in stereotype boxes rather than treating them as individuals - who are normal, sane and reasonably hard working but who, for some good reason, are not doing what they should. Here are some very basic management steps you can take to change the situation.

First, ask yourself if the person has actually been told what to do. Has he or she been told why a certain task is necessary or what will happen if they don't do it? Secondly, managers should ensure that people know what professional standard is expected of them. If a team member does not know, tell her/him.

Other useful questions managers should ask themselves include:

* Has the person been trained or given the skills required to perform a given task?

* Has the person received access to the resources he or she will need to carry out the task?

* Has the person enough time to do what is required?

Other factors that can come into play include your accessibility. How easy it is for your team members to get time with you to discuss any problems that they might encounter doing the job? It could be that team members are afraid to ask you a question for fear it will make them seem incompetent. Do you do anything to make them feel like that?

To fix this situation, you need to adopt a mentor/coach approach to management. You should also ensure all team members are given regular feedback on their performances without having to ask for it. If a team member does her job day in and day out and nothing is said - either positive or negative - then over time, this person will be less inclined to do what is expected of her. Psychologists call this "extinction".

Finally, sometimes people don't do the things they should at work due to a lack of self-confidence. The good manager will not only make sure his or her subordinates are stretched, but that the psychological support and encouragement that goes with growing new challenges as the job unfolds are provided.

[Max Eggert - CareerOne - Internet page]


The Space Within Appraisal

[To be completed only where there are changes from the last appraisal discussion]

In addition to any system the company may implement, as your immediate supervisor, I would like to know and discuss with you, answers to the following questions.

What has given you most satisfaction this year?

What has disappointed you the most?

What are your principal strengths? [eg, skills, abilities, reliability]

What are your needs? [eg, money, flexibility, supervision, training]

What problems do you have in your current position?

What steps has the company taken to improve your worth to us?

What would you like the company to do?

Would you prefer a transfer? To which position?

Are you seeking more responsibility?

What support can you offer for your promotion?


Is there anything else you would like to discuss about your job or the company?

Any constructive suggestions will be considered.


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