Idea 89: Appraising performance

Remember that your aim in an appraisal is to improve performance. Therefore you have to be skilled at communicating your perceptions of both the strengths and the weaknesses of the individual concerned. You must have data or information at hand to back up any observation you give. Above all, you must put your suggestions across so that they are acceptable and actionable by the individual. The best way to do that is to ask the individual to appraise his or her own performance against the organization's standing or continuing aims and specific objectives. Then agree with him or her an action plan for the future.

Thus, the function of appraising an individual's performance is only useful if it is the prelude to some form of learning or training. Even if the result of the interview is that you dismiss that person, or transfer him or her to another group, it can still be presented in a positive light as a lesson you have learnt together. As a leader you need to be in part a teacher or trainer of people. Conversely, a teacher has to be something of a leader.

Is it possible to teach yourself specific techniques, such as asking questions of different kinds that may be useful in appraisal interviews? The following could be useful examples:

• Opening – ‘Tell me about your sales programme’.
• Probing – ‘Is that the first time you have failed to meet a target?’
• Factual – ‘Where were you when it happened?’
• Reflective – ‘You obviously feel very disappointed and upset at what was said to you.’
• Leading – ‘I suppose you will improve that next year?’
• Limited choice – ‘If you had to choose between general HR work and industrial relations, which would it be?’

What matters more, however, is taking seriously your responsibilities for developing the individual as his or her mentor throughout the year, not just for an hour or two in a formal or semi-formal interview. You should be able to offer him or her your practical wisdom.