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Performance Appraisal

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Provide timely feedback, especially to marginal or poor performers. ... In the case of poor performers, or persons dismissed or demoted, or those who ... – PowerPoint PPT presentation

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Title: Performance Appraisal


1
Performance Appraisal
  • The Law

2
Considering the legal aspects
  • An exhaustive analysis of the legal implications
    of performance appraisal would be difficult, if
    not impossible, due to variation in jurisdiction.
  • There are however, principles of equity and
    fairness that should be upheld in any evaluation
    process.

3
Punitive Action or Retaliation
  • Performance appraisals should not be used in a
    punitive or retaliatory fashion.
  • It is grossly unprofessional for a manager or
    supervisor to use the appraisal process to 'get
    even' with an employee who has displeased or
    upset them in some way.

4
Discrimination
  • Appraisals should not be used to discriminate
    against employees on the basis of
  • Race
  • Religion
  • Age
  • Gender
  • Disability
  • Marital status
  • Pregnancy, or
  • Sexual Preference

5
Fair and Accurate
  • Performance appraisal results should be fair,
    accurate and supported by evidence and examples.
  • For example
  • if an employee has poor interpersonal skills and
    is harming morale, the supervisor might keep a
    log of incidents. Co-workers may be interviewed
    and recorded.
  • The nature and effects of the employee's behavior
    should be documented.

6
A chance to respond
  • An employee should have the opportunity to
    comment on their appraisal result, to express
    their agreement or otherwise, and to appeal the
    result or at least request a review by
    supervisors.

7
The good and the bad
  • Appraisals should be balanced, recording
    information on both the good and the bad aspects
    of an employee's performance.
  • As long as feasible.

8
No stand alone use
  • Appraisal results should not be used as the sole
    basis for promotion, remuneration or termination
    decisions.
  • A broad range of information should be
    considered, in which the employee's appraisal
    results may be significant but not necessarily
    conclusive.

9
Opportunity to improve
  • Employees who receive a poor performance
    appraisal result should be given a reasonable
    chance to improve.
  • In general, it is a bad idea to dismiss, demote
    or otherwise penalize an employee because of a
    single adverse appraisal result.
  • Considering the nature and seriousness of the
    conduct that underlies the poor result.

10
Timely feedback
  • Provide timely feedback, especially to marginal
    or poor performers.
  • It is not fair to offer no feedback to a poor
    performer for 12 months and then present them
    with a bad appraisal.
  • Be willing to offer more frequent feedback and
    guidance.

11
Document
  • Retain records.
  • If an employee believes they have been dealt with
    unfairly, they may have rights to instigate legal
    action years later.
  • In the case of poor performers, or persons
    dismissed or demoted, or those who resign or
    leave in less than happy circumstances, records
    should be archived indefinitely.

12
Get a 2nd opinion
  • If an appraisal result is poor, controversial or
    provocative ask an objective third party for
    their views on whether the appraisal result seems
    fair and reasonable.
  • Be prepared to modify your position if the 2nd
    opinion is not supportive of the result.

13
Watch your language
  • Appraisals should avoid inflammatory and emotive
    language.
  • Ensure that criticisms relate to actual job
    requirements and are not based on personal or
    other irrelevant issues that have little or no
    connection with actual job requirements.

14
Training
  • Managers and supervisors required to conduct
    staff appraisals should be trained in appraisal
    principles and techniques.

15
Confidential
  • Appraisal results should be treated as private
    and confidential information.
  • Record storage should be secure and controlled.
  • Only people with an approved need to know should
    have access to an employee's performance
    appraisal information.

16
Consequences
  • Conducting performance appraisals is one of the
    most demanding of all supervisory activities.
  • It can be a sensitive and controversial task
    which, if mishandled, can cause serious damage to
    employee relations and morale.
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