Appraising the appraisals: Do or don’t?

People tend to have a biased outlook on their lives and workplace performance. This is why, in the workplace, managers and leaders are keen to implement employee performance schemes in the form of check ins, ratings, or appraisals. Quite often, they may view how an employee works very differently to how the employee views themselves, and this can cause aggravation or relationship rifts in the team. It is vital everyone is on the same page with regards to work performance, but how best to facilitate this?

Appraisals are a topic of much discussion. Some companies don’t use them. Others use them frequently. Some employees are excited to hear feedback on their work and find areas of improvement. Others dread them. Ensuring the best experience for both managers and employees during appraisals will ensure working relationships remain intact, all staff can thrive, and the organisation continues developing on a positive trajectory. Employees are a business’s most important investment and should be treated as such.

This article will explore how best to lead an appraisal so all parties can feel the benefit.

Why do appraisals?

As has already been covered, appraisals help managers and employees get on the same page about the employee’s workplace performance. The are normally conducted on a quarterly basis, but the manager may wish to have some more frequent, smaller sessions to check in with the employee during that time and make sure they are still on track.

Appraisals may cover a number of areas, including personal development goals the employee wants to work towards or places where they are struggling. Managers should also ask about the employee’s workplace relationships with both colleagues and clients to make sure everyone is getting on well and there is no dissonance among the team.

Having open and honest conversations about all aspects of the employee’s work life allows managers to get a clear view of what is working well and where the employee may need more support. It also means any problems can be quickly resolved before they escalate further. Appraisals will also ensure the employee is still supporting the company with its overall mission, and if not, the manager will be able to steer them back on track or help them prioritise the most impactful pieces of work.

Giving feedback in appraisals

Appraisals must be an open and honest process to be most successful. However, this opens both parties to an emotional reaction. People often don’t respond well to negative feedback, and so it is important both the employee and manager are open-minded and geared towards achieving a positive outcome.

A good appraisal will include open questions and opportunities for discussion, both positive and negative. Both parties should be aiming to learn from each other, and both should leave the appraisal with new thoughts or goals to resolve or aim towards. While the appraisal is primarily about the employee, it is also an opportunity for the manager to practice their leadership skills and show they care for their staff.

A bad appraisal, however, lacks trust. When there is an imbalance between receiving more negative feedback than praise, employees may become disillusioned with their role and the organisation itself. This invariably leads to even less engagement with their work and increases the likelihood of that person looking for new opportunities elsewhere.

Negative feedback must be given sometimes, that’s just a fact of life. But it is important for managers to emphasise that improvement is a team effort, and the feedback is being given so that the employee can succeed. If an appraisal is overly judgemental or the manager appears too gloating or demanding, the employee will likely feel worse and more hopeless, rather than wanting to improve their performance.

How to get the best outcome from appraisals

Ensuring appraisals are a positive process for all involved begins long before the employee and manager sit down together. Trust is developed over time, and it’s vital the employee and manager have a good relationship in all areas of the workplace.

The manager should always feel like they can have an honest discussion with the employee, and the employee should always feel like they can go to their manager for help. Having these open lines of communication outside of the appraisal also provides some continuity in discussion, as it’s likely both manager and employee will be aware of the issues that need to be discussed.

It’s also important both remember the purpose of the appraisal. The goals from the previous appraisal should be reviewed and steps planned to ensure any goals not met can be achieved. The manager should prepare a plan for personal development before the appraisal begins to then discuss with the employee, with some clear goals for the next appraisal. It’s important that the employee is always stepping forward in some way, and it is the manager’s job to facilitate this.

Appraisals can be a difficult process and may take practice to get right. However, they are simply an extension of the workplace relationship that already exists between a manager and their employees. Creating a positive workplace culture will help facilitate better appraisals and ensure a positive trajectory for the employee and for the organisation.

 

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