Writing Performance Appraisals

Writing Performance Appraisals is a required job of every manager, that few enjoy doing.  When done well, Writing Performance Appraisals can drive performance of both individuals and of the organization.  Below we talk about:

• Why Bother Writing Performance Appraisals
• Key Actions When Writing Performance Appraisals
• Potential Pitfalls When Writing Performance Appraisals

Why Bother Writing Performance Appraisals

In some organizations, Writing Performance Appraisals is so painful, that the question is asked whether they are worth doing at all.  Consider the following:

• Feedback is critical to success.  People need to know how they are doing and where they stand.
• Performance Appraisals are often painful, and done poorly.  It doesn’t have to be this way.
• When done properly, Performance Appraisals can drive, and drastically improve performance.

Key Actions When Writing Performance Appraisals

1. Form the Foundation
2. Make Performance Appraisals Part of Ongoing Feedback
3. Make Performance Appraisals Future Oriented
4. Conduct Your Appraisal Meeting

Form the Foundation

• Make Performance Appraisals consistent with other documents – use the same definitions and competencies in all documents.  For example, it makes no sense to have one set of criteria on a Job Description, and another on a Performance Appraisal.
• Articulate clear goals and expectations.  People need to know and understand well in advance what they will be evaluated on.  Show them the forms and the rating system significantly in advance of the Performance Appraisal meeting.
• Define the performance criteria.  Managers must not say, “Be Organized”.  There need to be behavioral descriptions of what “organized” means.
• Use measures where possible.  Not everything is easily measured, but every attempt should be made to use objective, measurable criteria where it exists.
• Support with examples or behavioral descriptions wherever possible.

Make Performance Appraisals part of Ongoing Feedback

Managers must offer feedback more than one or twice a year during Performance Appraisals.  Feedback must be continuous, and be informal as well as formal.

• There should be no surprises on Performance Appraisals.
• Performance and feedback should be discussed at manager – employee one on ones regularly.
• Communicate about the Performance Appraisal process.  Tell people what to expect, and show them the forms to be used.
• Choose your timing.  In some cases Writing Performance Appraisals is attached to the calendar.  In other cases, managers have discretion as to when they are conducted.  Do what is most appropriate for your situation.

Make Performance Appraisals Future Oriented

The less a Performance Appraisal feels like a report card, the easier it will be for all parties.

• The past doesn’t count.  You cannot change past performance, but you can learn from it.  Use the past only as a guide to improve for the future.
• Overcome employee resistance.  The manager needs to facilitate a conversation that will ultimately improve performance.  This is much easier if the employee is not defensive and angry.
• Tie very closely to development plans.  Again – future performance is what counts.  For this reason, Performance Appraisals and Development Plans should be very closely linked, and highly correlated.

Conduct Your Meeting

The Performance Appraisal meeting should be much easier if the manager has followed the steps above.

• Before the meeting:
• Let employees know what to expect
• Have them fill out the forms themselves, so you can compare notes during the meeting.
• Envision the entire meeting beforehand.  Prepare responses to any pushback you may get.  Also prepare tangible examples to support the ratings.

• During:
• The Manager should ask lots of questions
• Be consultative and listen
• Focus discussion on improving performance, not on discussing dead issues of the past.

Potential Pitfalls When Writing Performance Appraisals

• Only offering feedback during Performance Appraisals
• Not dedicating adequate time
• Not having predetermined, crystal-clear expectations
• Poor or unclear process

3 Things to Remember About Writing Performance Appraisals

1. Everybody hates performance appraisals for a reason – they are usually done poorly
2. Make it future oriented
3. Offer feedback continually – not just once per year.

Watch the ‘3-Minute Crash Course’ about Writing Performance Appraisals (CLICK THE ARROW TO START THE VIDEO):

Looking for the Full-Length Podcast/Video? …

Get Instant Access to 200+ Cheat Sheets, Videos, and Other Immediately Usable Tools for Busy Managers – Try Out a Wily Manager Membership Today!