Appraisers and appraisees alike complain about performance evaluations. They're a lot of work; they generate a lot of discomfort; and they don’t always produce a clear benefit. In today's issue, step-by-step recommendations from BLR's editors.

1. Get the Employee Started.

  • Set a meeting date, and give the employee his or her self-appraisal materials well ahead of your appraisal meeting.
  • Set a deadline for receiving the employee's self appraisal that will give you time to use it as you do your appraisal.

2. Plan and Prepare for the Meeting.

  • Familiarize yourself with the employee's job description, performance goals, and performance documentation.
  • Complete the performance appraisal form, keeping the following in mind:
    • Link your conclusions to the employee's stated goals.
    • Include specific examples of strengths and weaknesses.
    • Identify any conclusions that differ from the employee's self- appraisal.
  • Think through how you will discuss the differences at the meeting.
  • Review your appraisal to be sure that it is:
    • Objective
    • Related solely to job performance and behavior that affects performance
    • Unbiased and free of stereotypes or personal feelings
    • Reflective of the entire period's performance and not just one incident (good or bad)
  • Develop proposed goals for the employee for the coming period.

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3. Conduct the Meeting as a Structured Dialogue

  • Open the meeting by positioning it as a two-way dialogue that:
    • Reviews performance objectively in terms of stated goals
    • Recognizes successes and areas for improvement
  • Explain how the review relates to pay increases or other rewards, and state clearly when positive reviews may not bring rewards.
  • Ask the employee to review his or her progress and areas for improvement. Listen carefully to fully grasp the employee's view, recognizing that it may be more accurate than yours. Avoid words or body language that criticize the employee's view.
  • Provide your own review of the employee's performance, with these suggestions in mind:
    • Start with accomplishments and strengths (goals met, progress made, extra efforts).
    • Position criticisms as areas for improvement, not failures.
    • Be calm and objective; don't blame or attack.
  • Discuss areas in which you disagree with the employee.
  • Try to agree on a description of past performance.
  • Work together to set new performance goals and action plans.
  • Discuss how you and the company can help (with coaching, training, special assignments, etc.).

4. Follow Up

  • After the meeting, be sure to follow up on any promises you made, and be sure to note when you will next meet to discuss progress.

OK, that helps with my appraisals. Now, how about my EEO-1 reports, terminations, benefits, intermittent leave, and accommodation requests? Let's face it, in HR, if it's not one thing it's another. You need a go—to resource, and our editors recommend the “everything HR in one website,” HR.BLR.com.

As an example of what you will find there, here are some tips on hiring, taken from a supervisor handout on the website:

  • Evaluate applications and résumés against a written job description that outlines essential job functions and defines the skills, knowledge, aptitudes, and abilities required to perform the job effectively.
  • Check references and compare the information you obtain with applications and résumés. Surveys report that 30 percent to 50 percent of job applicants either lie or exaggerate on applications and résumés.
  • Don’t let personal prejudices interfere with the screening process. Evaluate each candidate based on objective job qualifications.
  • Know—and follow strictly—requirements of company hiring policies and the fair employment laws.

We should point out that this is just one of hundreds of such handouts and other supervisor training aids on the site.

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Take a look, get a complimentary special report!

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