Upload
dulce-aceveda-reyes-rn
View
220
Download
0
Embed Size (px)
Citation preview
8/3/2019 Report in Leadership Handouts
1/1
Performance AppraisalOVERCOMING APPRAISAL INTERVIEW
D I F F I C U L T I E S
Feedback- the greatest tool a manager hasfor changing behavior, must be given in an
appropriate manner.
B e f o r e t h e I n t e r v i e w Make sure that the conditions mentioned
previously have been met and he or she has acopy of the appraisal form.
Select an appropriate time for the appraisal
conferences Give the employee a two- to three-day
advance notice of the scheduled appraisal
conference so he or she can be preparedmentally and emotionally for the interview.
Be personally prepared mentally andemotionally for the conference
Schedule uninterrupted interview time.
Plan a seating arrangement that reflectscollegiality rather than power.
-Having the person seated across a
large desk from the appraiserdenotes a powerstatus position;
placing the chairs side by side
denotes collegiality.
D u r i n g t h e I n t e r v i e w Greet the employee warmly, showing that the
manager and the organization have a sincereinterest in his or her growth.
Begin the conference on a pleasant, informalnote.
Ask the employee to comment on his or her
progress since the last performance appraisal. Avoid surprises in the appraisal conference.
Cohen (2000) goes so far as to assert that ifthe employee first hears about a performance
concern during the appraisal, the manager hasnot been doing his or her job.
Use coaching techniques throughout the
conference.
When dealing with an employee who hasseveral problemseither new or long-
standingdont overwhelm him or her at the
conference. Conduct the conference in a nondirective and
participatory manner.
Focus on the employees performance and noton his or her personal characteristics.
Avoid vague generalities, either positive ornegative, such as your skills need a little work
or your performance is fine.
When delivering performance feedback, bestraightforward and state concerns directly.
Never threaten, intimidate, or use status in
any manner. Let the employee know that the organization
and the manager are aware of his or heruniqueness, special interests, and valuablecontributions to the unit.
Make every effort to ensure that there are no
interruptions during the conference. Use terms and language that are clearly
understood and carry the same meaning forboth parties.
Mutually set goals for further growth or
improvement in the employees performance. Plan on being available for employees to
return retrospectively to discuss the appraisal
review further.
A f t e r t h e I n t e r v i e w Both the manager and employee need to sign
the appraisal form to document that the
conference was held and that the employeereceived the appraisal information.
End the interview on a pleasant note. Document the goals for further development
that have been agreed on by both parties.
yIf the interview reveals specific long-termcoaching needs, the manager should develop amethod of follow-up to ensure such coaching
takes place.
P E R F O R M A N C E M A N A G E M E N TSome experts in human resource management
have suggested that annual performance
appraisals should be replaced by ongoingperformance management (Coens,Jenkins, &
Block, 2000; Fandray, 2001).
P e r f o r m a n c e M a n a g e m e n t-Appraisals are eliminated.-Instead, the manager places his or her efforts into
ongoing coaching, mutual goal setting, and theleadership training of subordinates.
-To spend more regularly scheduled face-to-face
time with subordinates.-Thus, it is people who are managed, rather than
paper flow(Fandray, 2001, p. 40).
A n n u a l P e r f o r m a n c e R e v i e w- performance planning coordinated throughoutthe entire organization.
-strategic goals for the year can be identified andsubordinates roles to achieve those goals can be
openly discussed and planned.
Weizmann also suggests that performance-managed organizations articulate a set of role-based competencies and let every employee know
the five or six qualities that define success for every
member of the organization, regardless of jobdescription.
Then employees can determine how these qualities
translate into performance in specific jobs.
Expectations, then, are not disputable; they arepart of the agreed-upon roles assumed by
subordinates (Fandray, 2001).
COACHING: A MECHANISM FOR INFORMAL
P E R F O R M A N C E A P P R A I S A L
Effective managers and astute leaders-one of the best methods for improving workperformance and building a team approach.
C o a c h i n g- contemporary term to convey the spirit of the
managers role in informal day-to-dayperformance appraisals.
- can guide others into increased competence,commitment, and confidence as well as helping
them to anticipate options for making vital
connections between their present and futureplans.
C o a c h i n g t e c h n i q u e s-formal appraisal interview but are especially
effective for encouraging and correcting dailywork performance.
P e r f o r m a n c e c o a c h i n g-help people through life transitions, can beinstrumental in the mature development of an
individuals basic values
-can produce high performance in work or otheraspects of peoples lives, can help people develop a
vision and purpose for their endeavors, and can
help with career and life planning (Detmer, 2002;Robinson-Walker, 2002).
R e f l e c t i v e P r a c t i c e & C l i n i c a l
C o a c h i n g M a n t h e y ( 2 0 0 1 )- to describe a management strategy that fuses
both performance coaching and performancemanagement.
C l i n i c a l C o a c h i n g- the manager or mentor meets with an employeeregularly to discuss aspects of his or her work.
-both individuals determine the agenda jointlywith the goal of an environment of learning
that can span the personal and professional
aspects of the employees experience.-employees can discuss things that have made
them feel angry or discouraged.
-get new ideas and information about how todeal with situations from someone who often
has experienced the same problems and issues.-the manager and employee makes the
employee feel validated and part of a larger
team.
C o a c h i n g + I n f o r m a l
p e r f o r m a n c e a p p r a i s a l =positive modification of behavior. *Leader must
establish a climate in which there is a free
exchange of ideas.
M a n a g e r i a l S k i l l s -
R o b i n s o n - W a l k e r ( 2 0 0 2 )
yto succeed and improve work performance.BECO MING EF F ECTIVE CO ACHES: Be specific, not general, in describing behaviorthat needs improvement.
Be descriptive, not evaluative, whendescribing what was wrong with the
work performance.
Be certain that the feedback is not self-serving but meets the needs of the
employee.
Direct the feedback toward behavior thatcan be changed.
Use sensitivity in timing the feedback.
Make sure the employee has clearlyunderstood the feedback and that the
employees communication also has beenclearly heard.
INTEGRATING LEADERSHIP ROLES ANDM A N A G E M E N T
F U N C T I O N S I N C O N D U C T I N G
P E R F O R M A N C E A P P R A I S A L S
P e r f o r m a n c e a p p r a i s a l-major responsibility in the controlling function
of management.
- to conduct meaningful, effective performanceappraisals requires an investment of time,
effort, and practice on the part of the manager.- it produces growth in the employee and
increases productivity in the organization.
-Integrating leadership into this part of thecontrolling phase of the management process
provides an opportunity for sharing,
communicating, and growing.
I N T E G R A T E D L E A D E R
M A N A G E R-is self-aware regarding his or her own biases
and prejudices.-increases trust in the manager and promotes a
team spirit among employees
- to improve work performance and reduce theanxiety of performance appraisal.
DULCE A. REYESBSN IV-OREMJANUARY 26, 2012NCM 107MARIA LUISA H .LOPEZ RC, RN, RM, MAN, DPAC