Keeping a performance

Miscellaneous SIZUNO August 8, 2016 0 1
Within many organizations the performance review interviews between managers and their employees an annually recurring phenomenon; Within some organizations, this is even several times a year. While keeping performance appraisals so it is on the agenda, this does not mean that it is also used for which it is intended; improving the performance of employees. This article describes some tips and guidelines for keeping a performance.

Objective appraisal

The purpose of an appraisal is not to pass through the one-way traffic manager of the opinion to the employee; This works simply counterproductive. Incidentally makes a good manager ensures that an employee actually knows what the manager thinks good and less good at his job; it can never happen that an employee in a performance surprised by anything that he / she would have done less well.
An appraisal well is designed to improve the performance of the employee. This sounds obvious, but it has other consequences than many managers draw from this: An employee perform better not only depend on the employee; a lot also depends on the manager himself. For example, the employee has a manager given sufficient guidance? Are the duties of the employee attuned to the qualities of the worker? Does the employee need more responsibility in his / her job to stay motivated? All these questions must be answered in a performance review. This achieves the objective of a performance; the performance of the employee by improving on both the side of the manager as to implement improvements from the employee.

Preparing a performance

There are several ways to prepare for performance reviews. Many organizations use a fixed format used by the manager to think about the employee and link it back to the employee. However, this will not be as productive as is often thought, the employee is hereby then indeed not involved. The better way to go into a performance is to work within a company or organization context with two questionnaires with roughly the same questions. One list for the manager and one list for the employee. The questions that come to this stand include focusing on the past performance of the employee, but also need to be addressed, inter alia guidance. For example, one of the questions include whether the employee has had sufficient guidance. For the employee would that question be:
Did you have sufficient guidance in your work in order to perform your duties to your satisfaction?
For the manager, the question could be:
Do you have sufficient guidance to the employee in his / her work to carry out the tasks satisfactorily?
Also for the other important aspects from the questionnaires, the questions may be formulated in this manner. Other important components include the motivation of the employee, or the employee can handle more responsibilities, or properly use is made of the qualities of the employee, whether there are possibilities to make work more attractive and whether other matters play which affect or may affect the performance of the employee.
By making use of such questionnaires and provide the questionnaire for the employee one week before the start of the call will be enforced from the manager basically a preparation from the employee, without being negative about here will stand.

Conduct a performance review

Before going through the questionnaire, the employee may be chosen for submitting the questionnaire to the manager just before the interview; so the manager can submit the answers of the employee in addition to his own answers in the interview to make the call on the differences and similarities of the questions. Another possibility is to keep out the questionnaire to the worker himself, so that it can use during the call as a memory.
When the conversation is not just about dealing with all the questions; the important thing is to ask by as much as possible topics. In a good performance review the manager is thus only concerned with asking questions: Why? How is that possible? What do you mean exactly? This makes the underlying reasons be traced to the performance of an employee and can be sent on; Interestingly, however, that in most cases the responses to the questionnaires of both the manager and the employee almost match: An employee and a manager did not differ so much in their attitudes to such topics! The advantage is that an employee less quickly in the defense will fail if he / she has found something. Keep the conversation also consider interviewing, such as dropping breaks to obtain more detailed responses from the employee.

Closing the performance appraisal

At the conclusion of the performance, it is important to make arrangements in the conversation. Specific, Measurable, Achievable, Realistic and Time-bound formulated agreements have the best results; so everyone knows where they stand and can also be measured or goals are achieved. It is important to establish immediately the date for a new appraisal, so that there can be analyzed and agreements can be worked on further improving performance. Make sure that agreements are kept alive by these employees to remind occasionally.