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How To Complete Staff Performance Appraisal Every Day And Never Fill Out A Form
"Performance Appraisal" often strikes fear into the heart of the most intrepid manager. It's associated with "in depth" interviews, filling out complicated forms and planning career development. No wonder it scares people. But if you do it every day, it's a breeze.
Summary. “Performance Appraisal” often strikes fear into the heart of the most intrepid manager. It’s associated with “in depth” interviews, filling out complicated forms and planning career development. No wonder it scares people. But if you do it every day, it’s a breeze.
It’s About On Job Performance, Not Form Filling. Performance appraisal is about measuring performance. It’s not about filling out complicated forms which purport to measure performance. There’s a huge difference. And remember: you’re measuring performance not performers.
Anyone Can Do It. Customers can measure performance. So can staff. They can measure their own performance and that of their colleagues. Trainees and apprentices can do it. Engineers do it all the time! Filling out forms is for managers. Measuring performance is for everyone.
An Example of Daily Appraisal. I know of a one maintenance company that calls every customer the day after their tradesmen have finished each job. In that call, the customer provides feedback on how well the tradesman’s met company standards. Where the tradesman’s done well, the customer’s invited to provide a reference. The tradesman gains points towards a cumulative incentive payment through these points.
The Absolute Essential. Simple, measurable performance standards are essential for daily performance appraisals. These must be in place whether the work involved is simple or complex. The production of a simple computer based report can be measured instantly by the person who produces it, provided the standards are clear. It can be as simple as “This report must be produced by 10 am each Wednesday and include the following details ... “
Complex Jobs. Before commencing complex jobs or projects, set the performance standards for successful completion of each stage. These can be built into the computer program. They can include measures of effective co-operation between individuals or groups.
What’s It All About? You as manager can forget “performance appraisal” in the conventional terms. There are two new and essential questions you need to learn to ask. “What were the standards?” “Did you meet them”? Let your customers and staff get on with the business of measuring employee performance.
Value Of Customer Feedback. If you use some sort of customer feedback or response form, ensure that the questions elicit information related precisely to your performance standards. Generalizations are virtually useless.
What Else Do You Do Need To Do? Firstly, get rid of obstructive and complicated processes and procedures that stop your people measuring performance. Ask your staff to tell you what these are. Be warned. Some of your pet ideas may go. Make sure the right systems are in place and that your staff can set and manage performance standards. But that’s all. Trust your people. Delegate daily performance appraisal.
Conclusion. Make performance appraisal part and parcel of the everyday work of you and your people. Forget about the confronting interviews, the frightening forms and the career development speculation. You’ll also find that the actual performance of your people will improve out of sight.