Win-Win Performance Appraisals: What to Do Before, During, and After the Review to Get the Best Results for Yourself and Your Employees
What to Do Before, During and After the Review
1. Auflage
Erschienen am 24. August 2011
155 Seiten
978-0-07-173985-6 (ISBN)
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Beschreibung
Increase Productivity with High-Impact Performance Reviews! Performance appraisals may not be everyones favorite task. Done right, though, they serve as a vital part of company strategyand document in black and white your contribution to the organizations success. Win-Win Performance Appraisals gives you the knowledge, insight, and tools to transform every performance review from a painful, one-hour sit down into a collaborative process for achieving long-term goals. GET ALL THE INSIGHT, TIPS, AND TACTICS TO: Align objectives with corporate strategy Write unbiased, productive evaluations Hold face-to-face reviews focused on moving forward not looking back Avoid possible legal pitfalls Conduct follow-up reviews that benefi t you and your employee
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Andere Ausgaben
Lawrence Holpp
Win-Win Performance Appraisals: What to Do Before, During, and After the Review to Get the Best Results for Yourself and Your Employees
What to Do Before, During, and After the Review to Get the Best Results for Yourself and Your Employees: What to Do Before, During and After the Review
Buch
10/2011
McGraw-Hill Professional
21,00 €
Versand in 15-20 Tagen
Inhalt
- Cover Page
- Win-Win Performance Appraisals
- Copyright Page
- Contents
- Acknowledgments
- Introduction
- What Is Your Situation?
- The Purpose of Performance Appraisal
- Perfect Performance Appraisal
- 1. What's Your Situation?
- Performance Management in Your Organization
- Performance Management: Six Assumptions
- Performance Management Cycle
- Organization of This Book
- 2. Setting Objectives
- The Manager's Role in Setting Objectives
- Set Objectives for Your Work Group
- The Employee's Role in Setting Objectives
- Inputs into the Objective-Setting Process
- Strategic Corporate Goals
- Work Unit Objectives
- Position Descriptions
- Objectives from Prior Appraisals
- Input from Others
- Personal Development
- Developing Objectives
- Criteria for Effective Objectives
- Meetings to Discuss Progress Toward Objectives
- 3. Improving on Performance Appraisal Forms
- Completing the Objectives Section
- Using the 4Ws and 1H to Turn Goals into Objectives
- Turning Competencies into Objectives
- Using Action Verbs
- Working with Final Ratings
- Behaviorally Anchored Rating Scale
- Competencies with Descriptors and Behavioral Indicators
- Another Dimension of Performance-Potential
- Performance and Potential: Options for Coaching and Development
- Technology and Performance Appraisals
- 4. Evaluating Your Employees
- Schedule the Meeting and Prepare Your Employee
- Decide on Your Approach
- Evaluate Your Employee
- Begin with the Best
- Review the Evaluation Period
- Rate the Performance
- Sources of Bias in Evaluations
- Maintain Balance
- Narratives
- Prepare for the Meeting
- Make a Plan
- Plan Your Opening
- Anticipate Reactions
- Prepare to Ask Questions
- Review Development Needs
- 5. Conducting Performance Appraisal Meetings
- Preliminaries
- Beginning the Meeting
- Discussing the Evaluation
- Starting with the Bottom Line
- Going Item by Item
- Asking Questions
- Listening
- Dealing with Emotions
- Disagreeing
- Diagnosing Difficulties
- Final Matters
- Closing the Meeting
- Following Up
- 6. Legal Issues in Performance Management
- A Little Common Sense
- Take Precautions with Procedures
- Focus on Job Performance
- Treat Your Employees Equally
- Conduct Performance Appraisals at Least Annually
- Put It in Writing
- Communicate with Your Employees
- Keep Employee Records Confidential
- It's Tough, but It's Your Responsibility
- Don't Set Employees Up to Fail
- Discrimination
- Other Legal Issues
- Final Words of Advice
- 7. Following Up After the Performance Appraisal Meeting
- Reacting to Good Performance
- Reward vs. Recognition
- Rewards
- Recognition
- The Most Important Rule of Rewards and Recognition
- Abraham Maslow and Frederick Herzberg
- Pay for Performance
- Performance Diagnosis
- Approaches and Tools
- Causes and Possible Solutions
- The System
- Diagnosing Success
- Serious Attitude Problems
- Continuous Performance Diagnosis
- Performance Improvement Planning
- Performance Planning
- Improve Job Descriptions
- Personal Development Planning
- Performance Appraisal Responsibilities of Your Employees
- Closure and Overture
- 8. Performance Management as a Continuous Process
- Schedule Your Commitments
- Continue the Process of Diagnosis and Improvement
- Coaching Your Employees
- What Is Coaching?
- What Makes Coaching Effective?
- Personal Issues
- Delivering Doses of Coaching
- Observing Your Employees
- Communicating with Your Employees
- Importance of Being Open to Communication
- Perceiving and Processing and Thinking and Behaving
- Motivating Your Employees
- In General
- As Individuals
- Guiding Your Employees
- Asking the Right Questions and Asking Questions Right
- Listening
- Using Feedback with Your Employees
- Providing Feedback
- Getting Feedback
- Action Steps for Coaching Something New
- Monitoring Your Employees' Progress
- Coaching in Sessions
- Documenting Coaching Sessions
- Applying a Little Pressure
- Dealing with Employee Problems
- Appraise Your Performance as Coach
- 9. Managing Teams and Performance Appraisal
- In the Beginning
- Performance Appraisal
- For Example
- Assessing Team Development
- Assessing Team Behavior
- Assessing Member Behavior
- Stages of Team Development
- Performance Appraisal of Individual Team Members
- Team-Centered Performance Review
- Recognize and Reward Team Achievements ...
- ... and Each Individual
- A Final Word
- Index
