Idea 86: Ten guidelines for appraising performance
The manager lives with the people he manages, he decides what their work is to be, he directs it, he trains them for it, he appraises it and, often, he decides their future. Being a manager is like being a parent, or a teacher. And in these relationships honourable dealings are not enough; personal integrity is of the essence.
Peter Drucker, The Practice of Management (1956)
1. Ensure that the necessary data is available.
To substantiate discussion and keep it factual, all documents, reports, data or back-up information should be readily available for the interview.
2. Put the other person at ease.
Both parties should try to be relaxed, open-minded, aware of the purpose of the meeting, committed to its purpose and prepared to discuss things calmly and frankly.
3. Control the pace and direction of the interview.
Both parties have a part to play in controlling and influencing the pace and direction of the interview to keep it relevant, helpful and work oriented.
4. Listen … listen … listen.
The most difficult part of the interview is for both parties to really listen to each other.
5. Don’t be destructively critical.
Where possible, people should be encouraged to be self-critical: critical of their own performance and motivated to improve. This approach goes a long way to removing unnecessary conflict from the meeting.
6. Review performance systematically.
It is important to stick to the facts – facts that can be substantiated – and that’s where the relevant back-up information comes in handy.
7. Discuss future action.
This is an opportunity to discuss with one another, almost on equal terms, what has been done, how it can best be done, who will do it, when and to what standard.
8. Be prepared to discuss potential or aspirations.
The question of the individual’s potential for future promotion doesn’t always arise, but it is wise to be prepared for it.
9. Identify the essential training/development required.
The final part of the interview is usually devoted to discussing the training and counselling that may be required in order to carry out the agreed action plan.
10. Avoid obvious pitfalls.
Such dangers as:
- Talking too much and hogging the conversation.
- Introducing unnecessary conflict.
- Jumping to hasty conclusions.
- Unjustly blaming others, particularly those who are not present to defend themselves.
- Expecting the impossible, like wanting a person to change significant character traits overnight.
- Making promises that neither party may be able to keep.