Win-Win Performance Appraisals: What to Do

A complete approach to pain-free, productive performance appraisals that pay off all year roundInWin-Win Performance Appraisals: Get the Best Results for Yourself and Your Employees, HR/training and development expert and editor of About.com's popular and influential HR page, Susan Heathfield, gives you the knowledge and other essentials to transform performance reviews into valuable opportunities for the exchange of crucial information and ideas.Heathfield shows how to set agendas for discussions, create the right atmosphere for reviews, and ways to make the exchange more accurate and useful in outlining forward-looking goals and guidelines. Not everybody loves giving or getting performance reviews, but with this book, you can make annual appraisal time into a vital, more valuable opportunity for effective worker development and guidance.InsideWin-Win Performance Appraisals: Why Do Performance Appraisals at All? Overview of the Performance Appraisal Processas We Know It How to Prepare for a Successful Performance Appraisal Meeting How to Conduct the Performance Development Planning Meeting After the Meeting Keeping Promises and Following Through How to Coach Employees the Way They Want You To Strategies for Conducting Performance Appraisals in Unusual Circumstances Checklist for the Happy, Healthy Performance Appraisal Resources and References

Author Profiles
John A. Woods is president of CWL Publishing Enterprises, a firm specializing in the development of quality management publications. He is a co-author of The McGraw-Hill Encyclopedia of Quality Terms and Concepts and QualiTrends: 7 Quality Secrets That will Change Your Life. He has more than 25 years of experience in business publishing.

Susan Heathfield is a management and organizational development consultant who specializes in human resources issues. She has served as the Guide to Human Resources for the popular website About.com since 2000, as well as writing on the topic for other clients, including Business.com and Microsoft.

Acknowledgments	p. xi
Introduction	p. xiii
What Is Your Situation?
The Purpose of Performance Appraisal
Perfect Performance Appraisal
What's Your Situation?	p. 1
Performance Management in Your Organization	p. 1
Performance Management: Six Assumptions	p. 4
Performance Management Cycle	p. 5
Organization of This Book	p. 6
Setting Objectives	p. 7
The Manager's Role in Setting Objectives	p. 8
Set Objectives for Your Work Group	p. 8
The Employee's Role in Setting Objectives	p. 9
Inputs into the Objective-Setting Process	p. 10
Strategic Corporate Goals	p. 10
Work Unit Objectives	p. 11
Position Descriptions	p. 11
Objectives from Prior Appraisals	p. 13
Input from Others	p. 13
Personal Development	p. 15
Developing Objectives	p. 15
Criteria for Effective Objectives	p. 16
Meetings to Discuss Progress Toward Objectives	p. 18
Improving on Performance Appraisal Forms	p. 21
Completing the Objectives Section	p. 22
Using the 4Ws and 1H to Turn Goals into Objectives	p. 22
Turning Competencies into Objectives	p. 24
Using Action Verbs	p. 26
Working with Final Ratings	p. 27
Behaviorally Anchored Rating Scale	p. 28
Competencies with Descriptors and Behavioral Indicators	p. 31
Another Dimension of Performance-Potential	p. 31
Performance and Potential: Options for Coaching and Development	p. 31
Technology and Performance Appraisals	p. 40
Evaluating Your Employees	p. 43
Schedule the Meeting and Prepare Your Employee	p. 44
Decide on Your Approach	p. 46
Evaluate Your Employee	p. 47
Begin with the Best	p. 47
Review the Evaluation Period	p. 48
Rate the Performance	p. 49
Sources of Bias in Evaluations	p. 49
Maintain Balance	p. 53
Narratives	p. 53
Prepare for the Meeting	p. 55
Make a Plan	p. 55
Plan Your Opening	p. 56
Anticipate Reactions	p. 57
Prepare to Ask Questions	p. 58
Review Development Needs	p. 61
Conducting Performance Appraisal Meetings	p. 65
Preliminaries	p. 65
Beginning the Meeting	p. 67
Discussing the Evaluation	p. 68
Starting with the Bottom Line	p. 69
Going Item by Itemp69
Asking Questions	p. 72
Listening	p. 73
Dealing with Emotions	p. 74
Disagreeing	p. 75
Diagnosing Difficulties	p. 77
Final Matters	p. 78
Closing the Meeting	p. 78
Following Up	p. 79
Legal Issues in Performance Management	p. 81
A Little Common Sense	p. 81
Take Precautions with Procedures	p. 82
Focus on Job Performance	p. 82
Treat Your Employees Equally	p. 83
Conduct Performance Appraisals at Least Annually	p. 83
Put It in Writing	p. 84
Communicate with Your Employees	p. 85
Keep Employee Records Confidential	p. 85
It's Tough, but It's Your Responsibility	p. 85
Don't Set Employees Up to Fail	p. 86
Discrimination	p. 87
Other Legal Issues	p. 89
Final Words of Advice	p. 90
Following Up After the Performance Appraisal Meeting	p. 95
Reacting to Good Performance	p. 97
Reward vs. Recognition	p. 97
Rewards	p. 98
Recognition	p. 99
The Most Important Rule of Rewards and Recognition	p. 101
Abraham Maslow and Frederick Herzberg	p. 102
Pay for Performance	p. 106
Performance Diagnosis	p. 108
Approaches and Tools	p. 109
Causes and Possible Solutions	p. 112
"The System"	p. 118
Diagnosing Success	p. 119
Serious Attitude Problems	p. 120
Continuous Performance Diagnosis	p. 123
Performance Improvement Planning	p. 123
Performance Planning	p. 125
Improve Job Descriptions	p. 127
Personal Development Planning	p. 127
Performance Appraisal Responsibilities of Your Employees	p. 129
Closure and Overture	p. 130
Performance Management as a Continuous Process	p. 131
Schedule Your Commitments	p. 131
Continue the Process of Diagnosis and Improvement	p. 132
Coaching Your Employees	p. 133
What Is Coaching?	p. 133
What Makes Coaching Effective?	p. 135
Personal Issues	p. 136
Delivering Doses of Coaching	p. 137
Observing Your Employees	p. 137
Communicating with Your Employees	p. 138
Importance of Being Open to Communication	p. 140
Perceiving and Processing and Thinking and Behaving	p. 140
Motivating Your Employees	p. 143
In General	p. 143
As Individuals	p. 144
Guiding Your Employees	p. 145
Asking the Right Questions and Asking Questions Right	p. 145
Listening	p. 148
Using Feedback with Your Employees	p. 150
Providing Feedback	p. 150
Getting Feedback	p. 152
Action Steps for Coaching Something New	p. 154
Monitoring Your Employees' Progress	p. 155
Coaching in Sessions	p. 156
Documenting Coaching Sessions	p. 158
Applying a Little Pressure	p. 161
Dealing with Employee Problems	p. 162
Appraise Your Performance as Coach	p. 164
Managing Teams and Performance Appraisal	p. 167
In the Beginning	p. 167
Performance Appraisal	p. 168
For Example	p. 168
Assessing Team Development	p. 170
Assessing Team Behavior	p. 171
Assessing Member Behavior	p. 173
Stages of Team Development	p. 174
Performance Appraisal of Individual Team Members	p. 176
Team-Centered Performance Review	p. 176
Recognize and Reward Team Achievements …	p. 177
… and Each Individual	p. 177
A Final Word	p. 179
Index	p. 181
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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 What to Do Before, During and After the Review

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Author Biography

Table of Contents

Supplemental Materials