phrases for effective performance reviews: ready-to-use words and phrases that really get results / Paul Falcone, p. cm. ISBN 1. Phrases for Effective Performance Reviews: Ready-to-Use Words and Phrases for Performance Reviews: Hundreds of Ready-to-Use Phrases That. Part II of this book will likewise follow the outline of Phrases for Effective Performance Reviews, addressing goals for many of the most common positions .
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Phrases for Effective Performance Reviews: Ready-to-Use Words and Phrases That Really Get Results [Paul Falcone] on medical-site.info *FREE* shipping. Editorial Reviews. Review. " an enormously useful thesaurus of specific, concrete verbiage that will take you far, far beyond 'Meets/exceeds expectations. Phrases for Effective Performance Reviews: Ready-to-Use Words and Phrases That Really Get Results PDF Free Download, Phrases for Effective .
Ive seen this happen with sales people.
She hits the numbers and senior leadership loves it. But behind the scenes, she creates havoc and doesnt have the respect of her coworkers. Horn On the flip side, an employee is rated as a poor performer because of one thing they dont do well.
For example, the administrative assistant who is great at everything but filing. It piles up because he puts it off resulting in the company hiring a temp to get the filing caught up. In all other areas, hes a rock star. Leniency A manager gives everyone on their team a satisfactory rating. Unfortunately, Ive seen this occur a lot when a manager has a large span of control coupled with a common review date.
The manager has dozens of reviews to work on and a heart full of good intentions. But somewhere around review number 17, the manager gets burned out and starts giving everyone a satisfactory response. Because it doesnt require any written supporting statements.
Recency The employees most recent behavior becomes the primary focus of the review. This can go both ways.
A poor performer does something terrific and their past performance is forgotten. The number of characteristics can vary from one to one hundred. The rating can be a matrix of boxes for the evaluator to check off or a bar graph where the evaluator checked off a location relative to the evaluators rating. Narrative or Essay Evaluation. Some companies still use this method exclusively, whereas in others, the method has been combined with the graphic rating scale.
Management by Objectives. The appraisal method has worked to eliminate communication problems by the establishment of regular meetings, emphasizing results, and by being an ongoing process where new objectives have been established and old objectives had been modified as necessary in light of changed conditions. Paired Comparison. First, the names of the employees to be evaluated have been placed on separate sheets in a pre-determined order, so that each person has been compared with all other employees to be evaluated.
The evaluator then checks the person he or she felt had been the better of the two on the criterion for each comparison.
Typically the criterion has been the employees over all ability to do the present job. The number of times a person has been preferred is tallied, and the tally developed is an index of the number of preferences compared to the number being evaluated.
Performance Appraisal. A performance appraisal has been defined as any personnel decision that affects the status of employee regarding their retention, termination, promotion, transfer, salary increase or decrease, or admission into a training program. Weighted Checklist. The first approach has been the traditional approach. This approach has also been known as the organizational or overall approach.
The traditional approach has been primarily concerned with the overall organization and has been involved with past performance. The second approach to performance appraisal has been the developmental approach.
This approach viewed the employees as individuals and has been forward looking through the use of goal setting. Purposes of Traditional Performance Appraisals Performance appraisal for evaluation using the traditional approach has served the following purposes: Promotion, separation, and transfer decisions Feedback to the employee regarding how the organization viewed the employee's performance Evaluations of relative contributions made by individuals and entire departments in achieving higher level organization goals Criteria for evaluating the effectiveness of selection and placement decisions, including the relevance of the information used in the decisions within the organization Reward decisions, including merit increases, promotions, and other rewards Ascertaining and diagnosing training and development decisions Criteria for evaluating the success of training and development decisions Information upon which work scheduling plans, budgeting, and human resources planning can be used Two serious flaws in the traditional approach to performance appraisal exist.
The flaws are: Organizational performance appraisal is typically primarily concerned with the past rather than being forward looking through the use of setting objectives or goals. Performance appraisal is usually tied to the employees' salary review. Dealing with salary generally overwhelmed and blocked creative, meaningful, or comprehensive consideration of performance goals.
This approach has been concerned with the use of performance appraisal as a contributor to employee motivation, development, and human resources planning. The development approach contained all of the traditional overall organizational performance appraisal purposes and the following additional purposes: 1.
Provided employees the opportunity to formally indicate the direction and level of the employee's ambition 2. Show organizational interest in employee development, which was cited to help the enterprise retain ambitious, capable employees instead of losing the employees to competitors 3.
Provided a structure for communications between employees and management to help clarify expectations of the employee by management and the employee 4. Provide satisfaction and encouragement to the employee who has been trying to perform well. Expectations of a Manager in doing a Performance Appraisal The following is typically expected from company managers when doing performance appraisals: Translate organizational goals into individual job objective.
Communicate management's expectations regarding employee performance. Provide feedback to the employee about job performance in light of management's objectives. Diagnose the employee's strengths and weaknesses. Determine what kind of development activities might help the employee better utilize his or her skills improve performance on the current job. The Performance Appraisal Process The performance appraisal process typically consists of four inter-related steps as follows: Establish a common understanding between the manager evaluator and employee evaluatee regarding work expectations; mainly, the work to be accomplished and how that work is to be evaluated.
Ongoing assessment of performance and the progress against work expectation. Provisions should be made for the regular feedback of information to clarify and modify the goals and expectations, to correct unacceptable performance before it was too late, and to reward superior performance with proper praise and recognition. Formal documentation of performance through the completion of a performance and development appraisal form appropriate to the job family.
The formal performance and development appraisal discussion, based on the completed appraisal form and ending in the construction of a Development Plan. The first is a sample performance appraisal that only has a two-point rating scale, "satisfactory" and "unsatisfactory".
The second PDF file contains both a copy of a paper I wrote as a graduate student and a more complex form with a rating system.
One negative aspect of traditional individual performance appraisals is that they can make employees compete against one another. How can this be done? If the ratings are known or assumed, based on the employees rating given by the manager and their perceptions of where they stand relative to others , it can create discord in the work group.
TQM is based on teamwork, however, if an employee asks for help, they can be penalized on their appraisals. When trying to encourage a TQM environment, the performance ratings should contain elements relating to teamwork i.
The use of a rating system incorrectly can be a problem.
When the rating system is forcing the overall performance for the various elements to fit a Normal Distribution or Student-T Curve, problems can occur. While statistically, for a large organization, this may sound reasonable.