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Member You - How To Conduct A Successful Performance Appraisal
Projects are temporary undertakings with a definite beginning and end. There are four phases in any successful project: defining, planning, implementing and completing. Successful project management requires a balance of strategy and tactics because it is a composite of financial, technical and human elements. As an information technology consultant, project manager and process improvement analyst employed by global and multinational corporations for several years, I saw through many of my projects to completion, aided by various project management models and tools. Fine. My projects proceeded and completed on time and on budget, but not after working for so many late hours, continually stressed out and feeling harassed. But how about those instances when even after toiling until the wee hours, I still brought a project late and over-budget? Assuming that there were valid reasons like changes of requirements and new government-related policies, somehow I still found myself analyz
- Wants to be kind and tolerant and liked by their staff. However, they must be prepared to point out the realities of any situation.
Negative feelings: -
- May be fearful of the interview itself and whether they may make a mess of it. These fears diminish with practice.
- Fear of the interview becoming emotional and perhaps creating hostility in the subordinate. This is overcome by developing relationships where expression of feelings is normal.
- May have feel
The most profitable mail order products are simple 3-to-5 page informational reports such as this one. Once you've got your act together, these 3-page reports can be produced for $10 per hundred or less, and sold for at least $200 per hundred.Generally speaking, everybody either in or wanting to get into mail order, feels that they have the final answer to what the general public will beat a path to their door to buy. The problem is that once they've invested a good deal of hard-earned cash and countless hours, their programs don't sell quite as well as they had hoped they would. Thus it is that these people begin to feel that they've left something out or perhaps not doing "some little thing" that they should be doing.At this point in their lives, they'll spend a couple of dollars for anything that pretends to fill them in on the secrets that they haven't yet discovered. The bottom line in building a fortune through mail order is not necessarily in working your plan, but in
Every manager has to appraise subordinates and the mechanics of it vary from ticking little boxes, through marking on five-point scales, to writing an open ended report. These notes however, are mainly concerned with relationships.
The primary purpose of an appraisal is to help the subordinate.
Reasons for an Appraisal:
- To provide feedback of individual performance.
- To plan for future promotions and successions.
- To assess training and development needs.
- To provide information for salary planning and special awards.
- To contribute to corporate career planning.
The three main principles for appraisal and counselling interviews:
1. Everything written should be shown and shared
- Secrecy breeds suspicion
- Suspicion destroys a counselling relationship
Two specific aspects often withheld are those relating to: -
a) Poor performance
b) Potential promotion.
In the first the secrecy reflects the manager’s own anxiety, telling someone they are doing badly is not easy.
The second, promotion, is difficult as telling the subordinate of potential promotion is very likely to be interpreted as definite, with keen disappointment if it does not happen.
If there is something a manager feels they cannot communicate to a subordinate then that is probably a good enough reason to exclude it from the appraisal report.
2. The Appraisal report should be finalised in the presence of the subordinate
- All fair and above board.
3. The subordinate should contribute a major part to the appraisal
- Self-appraisal is particularly effective in two areas.
Attitudes In Relation To Performance:
First, the area of weak performance, most individuals will be surprisingly open and honest about themselves if the appraisal or counselling is a supportive relationship.
Analyse rather than criticise.
Secondly, the area of career progression; managers tend to see a subordinate’s future in terms of the other people in the department and how, particularly, the manager’s own progression developed.
Giving the subordinate the chance to talk may reveal totally different aspirations.
Emotion:
There is always an element of emotion in appraisal interviewing. Both manager and subordinate each have positive and negative feelings and appreciating what they are can help understanding.
The Manager:
Positive feelings: -
- Wants to be helpful and understanding, but may be inclined to offer advice too closely related to their own experience. Needs to remember the subordinate is an individual in their own right.
- Wants to be kind and tolerant and liked by their staff. However, they must be prepared to point out the realities of any situation.
Negative feelings: -
- May be fearful of the interview itself and whether they may make a mess of it. These fears diminish with practice.
- Fear of the interview becoming emotional and perhaps creating hostility in the subordinate. This is overcome by developing relationships where expression of feelings is normal.
- May have feeli
You cannot ignore the fact that the cost of a college education has soared through the roof. This threatens to make a higher education for pursuing a dream career an impossible task. Therefore, students and their parents are compelled to opt for education loans.Student loans have become a part of life. This is no wonder, considering the facts and figures that clarify the earning potential of college graduates. There has been a series of nationwide surveys on student loans and their implications. The fact is that each college graduate ended up earning $1 million (according to the United States Census Bureau) more throughout his/her career than a high school graduate.The AdvantagesMany people are confused as to whether they will be ever able to repay their loans completely, given the high rates of interest on various student loans. However, the advantages of taking out a student loan may far outweigh the costs:1. College educated people advance higher and faster in th
- To assess training and development needs.
- To provide information for salary planning and special awards.
- To contribute to corporate career planning.
The three main principles for appraisal and counselling interviews:
1. Everything written should be shown and shared
- Secrecy breeds suspicion
- Suspicion destroys a counselling relationship
Two specific aspects often withheld are those relating to: -
a) Poor performance
b) Potential promotion.
In the first the secrecy reflects the manager’s own anxiety, telling someone they are doing badly is not easy.
The second, promotion, is difficult as telling the subordinate of potential promotion is very likely to be interpreted as definite, with keen disappointment if it does not happen.
If there is something a manager feels they cannot communicate to a subordinate then that is probably a good enough reason to exclude it from the appraisal report.
2. The Appraisal report should be finalised in the presence of the subordinate
- All fair and above board.
3. The subordinate should contribute a major part to the appraisal
- Self-appraisal is particularly effective in two areas.
Attitudes In Relation To Performance:
First, the area of weak performance, most individuals will be surprisingly open and honest about themselves if the appraisal or counselling is a supportive relationship.
Analyse rather than criticise.
Secondly, the area of career progression; managers tend to see a subordinate’s future in terms of the other people in the department and how, particularly, the manager’s own progression developed.
Giving the subordinate the chance to talk may reveal totally different aspirations.
Emotion:
There is always an element of emotion in appraisal interviewing. Both manager and subordinate each have positive and negative feelings and appreciating what they are can help understanding.
The Manager:
Positive feelings: -
- Wants to be helpful and understanding, but may be inclined to offer advice too closely related to their own experience. Needs to remember the subordinate is an individual in their own right.
- Wants to be kind and tolerant and liked by their staff. However, they must be prepared to point out the realities of any situation.
Negative feelings: -
- May be fearful of the interview itself and whether they may make a mess of it. These fears diminish with practice.
- Fear of the interview becoming emotional and perhaps creating hostility in the subordinate. This is overcome by developing relationships where expression of feelings is normal.
- May have feel
So you spent good money on an ad, put it in a magazine or newspaper, and waited patiently for phone calls that didn't materialize. You're upset: you feel that you've wasted money and time, and now you're convinced that advertising doesn't work.Advertising does work. Every day. So before you kick away advertising (or websites, or brochures, or any other marketing medium), first consider which of these four basic reasons applies to your effort:Your ad wasn't created to appeal sympathetically to the correct customer need.You can't force a sale, as much as you might want to. Your best, most reliable, most profitable customers come to your business because you meet particular needs that your competitors don't. Simple as that. These needs may be material, psychological or emotional, but when they present themselves, their owners come to you.The goal of advertising is not to pitch a sale, but to establish name and brand recognition for your company by associating your name
If there is something a manager feels they cannot communicate to a subordinate then that is probably a good enough reason to exclude it from the appraisal report.
2. The Appraisal report should be finalised in the presence of the subordinate
- All fair and above board.
3. The subordinate should contribute a major part to the appraisal
- Self-appraisal is particularly effective in two areas.
Attitudes In Relation To Performance:
First, the area of weak performance, most individuals will be surprisingly open and honest about themselves if the appraisal or counselling is a supportive relationship.
Analyse rather than criticise.
Secondly, the area of career progression; managers tend to see a subordinate’s future in terms of the other people in the department and how, particularly, the manager’s own progression developed.
Giving the subordinate the chance to talk may reveal totally different aspirations.
Emotion:
There is always an element of emotion in appraisal interviewing. Both manager and subordinate each have positive and negative feelings and appreciating what they are can help understanding.
The Manager:
Positive feelings: -
- Wants to be helpful and understanding, but may be inclined to offer advice too closely related to their own experience. Needs to remember the subordinate is an individual in their own right.
- Wants to be kind and tolerant and liked by their staff. However, they must be prepared to point out the realities of any situation.
Negative feelings: -
- May be fearful of the interview itself and whether they may make a mess of it. These fears diminish with practice.
- Fear of the interview becoming emotional and perhaps creating hostility in the subordinate. This is overcome by developing relationships where expression of feelings is normal.
- May have feel
What’s REALLY potent for a business, non-profit or association manager is public relations’ ability to alter individual perception leading to changed behaviors. And then, to persuade those key outside folks to the manager’s way of thinking, and help move them to take actions that allow their department, division or subsidiary to succeed.Potent because public relations does something positive for managers about the behaviors of the very outside audiences of theirs that MOST affect their operation.And ESPECIALLY appropriate when such potency helps create the kind of external stakeholder behavior change that leads directly to achieving those manager’s managerial objectives.But how potent is it when business, non-profit and association managers are handed the precise public relations blueprint they need designed to get all their team members and organizational colleagues working towards the same external stakeholder behaviors? Wouldn’t that insure that their PR thrust stays fo
Analyse rather than criticise.
Secondly, the area of career progression; managers tend to see a subordinate’s future in terms of the other people in the department and how, particularly, the manager’s own progression developed.
Giving the subordinate the chance to talk may reveal totally different aspirations.
Emotion:
There is always an element of emotion in appraisal interviewing. Both manager and subordinate each have positive and negative feelings and appreciating what they are can help understanding.
The Manager:
Positive feelings: -
- Wants to be helpful and understanding, but may be inclined to offer advice too closely related to their own experience. Needs to remember the subordinate is an individual in their own right.
- Wants to be kind and tolerant and liked by their staff. However, they must be prepared to point out the realities of any situation.
Negative feelings: -
- May be fearful of the interview itself and whether they may make a mess of it. These fears diminish with practice.
- Fear of the interview becoming emotional and perhaps creating hostility in the subordinate. This is overcome by developing relationships where expression of feelings is normal.
- May have feel
There are basically two products/services that can be marketed. One is called commodities, the other is called new market development.CommoditiesThese are products or services that have a commonly accepted benefit and a generally known and accepted price per unit. An example is a can of green beans, which "costs" about $.55. Brand name green beans, which have a recognized, dependable name, can cost a little more than "generic" beans. Generic products, however, are now becoming a commodity by repeated acceptance of the value (product's price), partially because "known" stores are offering them, along with the reputation of the store being put on the line. Generic "colas" are similar to "Coke", but not quite the same. A customer must decide if the taste difference justifies the cost difference - the higher price of "Coke."New Market DevelopmentThis is bringing to market products or services which are not (yet) commonly perceived as to the value of the benefits. This r
- Wants to be kind and tolerant and liked by their staff. However, they must be prepared to point out the realities of any situation.
Negative feelings: -
- May be fearful of the interview itself and whether they may make a mess of it. These fears diminish with practice.
- Fear of the interview becoming emotional and perhaps creating hostility in the subordinate. This is overcome by developing relationships where expression of feelings is normal.
- May have feelings of envy i.e. the subordinate’s youth, health, qualifications or career opportunities. It is essential to control them.
The Subordinate:
Positive Feelings: -
- Wants to be liked by the boss. However they must not allow this to make them dependent and subservient.
- Wants to be helped to improve.
Negative Feelings: -
The most likely one is fear of criticism of their work or their behaviour. Until the manager allays this fear, the interview will be meaningless and achieve nothing. Only the manager can allay this fear by establishing a counselling relationship, which shows they are fair and can be trusted. It is possible that a member of staff will perform at an acceptable level without motivation, but in many, indeed most cases their results will not reflect their true potential.
A good manager is always conscious of the need to motivate whenever an opportunity occurs. The assessment interview, properly planned, can be the most potent force for improvement.
Attitudes must be understood before motivation can take place:
We all have attitudes, towards work, politics, religion, fluoridation of water and so on. Those, which are the concern of management, are those, which are related to the job.
- Are they positive, neutral or negative?
- In what areas must we know what they think?
- How can we find out what they think?
- How can we influence their thinking?
If the manager knows their own attitudes and those of their staff, then they are better equipped to manage them.
People think in settled, standard ways, dictated by their attitudes, which form, as it were, the filter into their receptiveness. This can even determine what actually does come to their notice.
Some attitudes and beliefs cannot be changed, they are so deeply held, whilst others can fairly easily be changed provided open-mindedness is a strong attitude.
A person’s standards will be directly related to their attitudes. If the standard is unacceptable to the manager then it must be changed.
In a group of sales people who have undergone the same selection process to meet the same job description, there will be a considerable overlap of attitudes, but it must not be assumed that each set is identical. People will have their own unique set of attitudes.
We must not fall into the trap of judging others by our own attitudes. e.g.
- What would I do if I were them?
- What would they do if they were me?
Basic attitudes in members of staff which need to be understood by the Manager are:
-To the job.
-To our products.
-To their colleagues.
-To the Company.
-To their manager.
-To their customers.
-To training.
The manager must know what each individual’s att
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