Measure & Maintain Performance

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WHAT IS PERFORMANCE APPRAISAL?

A performance appraisal is the process of identifying, evaluating and developing the work performance of employees in the organisation, so that the organisational goals and objectives are more effectively achieved. At the same time, employees benefit in terms of recognition, receiving feedback, catering for work needs, being offered career advice and forming development plans. Performance appraisals are part of an organisation's overall performance management and development system. They must integrate individual development and overall strategic performance requirements.

APPRAISALS & DEVELOPMENT

Improving the individual's performance through the provision of timely and effective training has continually been identified above wage increases as a major motivation for people seeking greater job satisfaction. It must be recognized that there is significant mutual advantaged in aligning individual development and career planning with organisational needs. The individual development phase of performance appraisal can provide the basis for this to occur - often referred to a succession planning.

EFFECTIVE PERFORMANCE APPRAISALS

When used effectively performance appraisals:

provide a strategic communication point

reinforce required behaviour and performance expectations

provide mutual orientation towards agreed outcomes

form a collaborative process to assist individual development

allow leaders the opportunity to recognise effective performance

provide agreement on measures that can underpin improved planning systems

provide a forum for feedback

recognise individual contributions to team and enterprise performance

canvass individual and enterprise needs together

contribute to awareness of operational climate and culture

clarify responsibilities and commitment

INEFFECTIVE PERFORMANCE APPRAISALS

Common barriers to effective use of performance appraisals include:

lack of linkage between individual appraisal and corporate goals

lack of linkage between individual goals and outcomes from appraisal

variation in opinion between interviewers or assessors

irrelevant performance targets

regional variations not accounted for

unwillingness of interviewers to give colleagues poor grades

use of performance appraisals as a reprimanding tool

focusing on personality and not performance

focusing on heard rumours rather than facts