HOW TO MAKE PERFORMACE APPRAISALS WORKWritten by Rolf Gruen
HOW TO MAKE PERFORMACE APPRAISALS WORKFive Tips from Lee Hecht Harrison on How to Get Most Out of This Communication Tool During this period of corporate restructuring and cautious optimism about economic recovery, there is one aspect of corporate workplace that is becoming more important than ever before for companies that want to maintain a competitive edge—performance appraisal programs. Performance appraisal systems are at core of effective communication between an organization and its employees, and reflect an increasing awareness of quality control and necessity of identifying and maximizing individual capabilities and feedback between all parties. In fact, these systems are some of cornerstones of improving productivity in today’s ever-changing workplace. There are two key elements necessary for implementing a successful performance appraisal system in any organization: trust and uniformity. If integration of an appraisal system is conducted poorly or in wrong corporate culture, it can have a boomerang effect and undermine entire structure of company. All members of organization must believe that system works for everyone in same way, with goals cascading from executives to middle management to plant level, a foundation of cooperation and shared understanding of prospective benefit for all. One of most fundamental questions that should be addressed before either beginning a new or attempting to improve an existing comprehensive performance management system is ‘What do we hope to accomplish with this program?’ Too often organizations attempt to start fixing problems with their appraisal systems without starting at beginning to redefine process and eliminate confused or multiple purposes that will lead to new system functioning exactly as old one did. A new system often is handcrafted internally, although many companies will bring in a good consulting group to completely overhaul their existing system and to lend an objective viewpoint. In this spirit, here are five tips on some crucial elements of a viable and effective performance appraisal program: Communicate kind of results an employee must produce to support your corporate goals and customer needs. This will help align employees’ goals with strategy of organization, help them understand what they need to do to progress, give them a sense of ownership and encourage them to make plans for further development.
| | 15 Ideas for Planning Your Successful CareerWritten by Etienne A. Gibbs, MSW, Management Consultant/Trainer
PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to author, and it appears with included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required. Email him at: eagibbs@ureach.com."Doing a good job is one of most important ways to move up ladder", says Dr. Don Bagin, Professor of Communications at Glassbro State College. If you are one of many people who do a good job consistently but are not noticed by top management, here are some suggestions to help you get on fast track: Smiling: Research has shown that people who smile are perceived to be more intelligent than those who don't. Prioritizing: Avoid spending a great deal of time on things that aren't important just because you are good at them. The person who gets ahead is person who establishes priorities and sets aside time for them accordingly. Walking: Choose to walk rather than drive as often as possible. And when you do, walk at least ten to fifteen percent faster than you normally would. Somehow this faster pace communicates to others that you are a person with a mission who is eager to get job done. Speaking actively: Use active voice when speaking or writing. Listen to difference: "I prepared and delivered reports promptly." Compare it to "The report was promptly prepared and delivered." Although second one told you something, many more questions were left unanswered. Knowing your boss: Get to understand your boss' personality and when to approach him or her. If your boss is a morning person, be sure that you come up with your suggestions and proposals in morning while he is most receptive. Volunteering: While being careful not to overdo it, volunteer for special projects and responsibilities outside of your working hours and job description.
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