USING A POSITIVE APPROACH
Supervisors usually take one of two positions when it comes to formal reviews. Those who choose the first position see the value in the process and turn it into a positive tool. Their employees look forward to it. Those who take the other position refuse to see the purpose and fight the process most of the way. Their employees resent the procedure as much as their supervisors do. In other words, you as the administrating official determine the success or failure of any rating system; you can look forward to every review situation or you can try to avoid it. How you handle the procedure will determine whether your employees consider it an opportunity or a disagreeable chore.
The positive approach pays off for professional supervisors because they use the merit rating system to improve productivity in their departments. They take advantage of the procedure to build better relationships with their people. They make it a vehicle to get raises and promotions for their better employees. Here are some suggestions to help you turn formal reviews into a positive rather than a negative force.
Accept the System the Way It Is
You are a supervisor, not the owner of the firm, a CEO, or a human resource director charged with responsibility for the program. If you spend your time complaining and trying to change the system, you won't have enough time left to make it work.
Do Not Take the Easy Way Out
With all your other responsibilities, you may be tempted to back away from an honest appraisal of your people by giving them a better rating than they deserve, sometimes referred to as the error of leniency. Employees know how they perform better than you do and may lose respect for you if you are too soft or permit intimidation. Most employees want an accurate evaluation and may feel short-changed and disappointed if you do not give it to them. On the other hand, be sure to be fair. A minimal rating or a grudgingly given high mark may leave the employee feeling unappreciated. Motivation to produce can drop dramatically if employees sense that you are not objective. As you complete the rating form, try following these suggestions:
Remember that you are appraising the employee's work, not his or her personality. Base your evaluation on objective data such as production figures, competence, attendance records, or mistakes.
Avoid basing your evaluation on the potential of the employee rather than on actual performance. Evaluate what the employee contributed to the department's productivity, not what he or she is capable of contributing.
Base your evaluation on the employee's average performance during the period covered, not on isolated examples of extremely good or bad work. One good or bad day, week, or month shouldn't necessarily result in a corresponding high or low rating.
Avoid the halo effect. In other words, rather than permit one prominent quality (good or bad) to influence your rating of other factors, include all important productivity factors.
Avoid the error of central tendency, in which you select the middle rating on all factors. Supervisors can fall into this trap when they are in a hurry or want to play it safe because they do not want to accept the responsibility of justifying a high rating or a low rating.
The modern approach to performance appraisal differs from the traditional approach in both emphasis and content. Some of the distinguishing characteristics follow:
The salary-wage interview is often separated from the performance improvement interview so that salary does not dominate the discussion.
The performance appraisal is future-oriented instead of focusing on past results.
Emphasis is placed upon the establishment of work objectives that can be achieved by the next evaluation period, not on criticism about past performance.
The basic idea is to develop a supportive climate and improve the relationship between the supervisor and the employee through nonevaluative listening, nondirective counseling, and performance feedback.
Always Discuss the Rating Openly with Employees
Different organizations follow different procedures. Some require that employees evaluate themselves first and then let the supervisor react. Some require the supervisor to rate the employees first and then let them react. Some leave it up to the supervisor.
Regardless of the system (and each has advantages), you should openly discuss the rating with the employee, explaining and, if necessary, defending your position on all factors rated. Try to establish two-way communication in which the employee has a free and fair chance to present his or her case. An employee rating without an unhurried discussion may be in compliance with the system, but it is a mockery of its purpose. Important employment decisions are based on documented performance. Pay raises, promotions, transfers, keeping one's job when a layoff is coming are serious matters and often determined by one's performance. Supervisors need to know how to appraise performance and how to conduct the appraisal conference so that the appraisal is accurate. If your company has a training program on this topic, take advantage of the opportunity and attend. Many times local colleges put on seminars related to management or supervision, and performance appraisal is generally included as a topic.