The Rationale
Jan’s reaction to being told that it’s time for her annual performance review is typical: “I’ll just be glad to get it over with.” Unfortunately, most employees do not look forward to being appraised. The reasons are many, but can be overcome by following a number of guidelines: appraisals must be frequent, informal, surprise-free, prepared for by both parties, conducted as a dialog and not a one-sided assessment, and focused on behavior (performance) and not on personality or character traits. This module imparts the concepts and skills needed to make the appraisal process a year-round flow of feedback and not an annual day of judgment.
Learning Objectives for the Workshop
Participants who attend this workshop will be able to:
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Assess their own assumptions and expectations regarding performance appraisals
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Describe the criteria of an effective job description
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Identify the benefits of having employees evaluate their own performance
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List the steps in conducting a constructive performance appraisal
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Describe at least 6 guidelines for giving employees feedback on the job
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Evaluate the organization’s present system for appraising performance
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Distinguish between performance and personality statements
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Translate critical statements into constructive feedback
Performance Criteria in the Workplace
Participants who attend this workshop will be able to:
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Prepare themselves and their subordinates for a constructive appraisal
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Use feedback as a daily tool to shape and reinforce behavior
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Elicit self-evaluations from subordinates
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Use descriptive rather than evaluative comments when appraising
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Conduct appraisals that meet the guidelines noted above (first paragraph)
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Prepare an action plan for a subordinate’s development
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Update job descriptions where needed to be accurate and complete | 
