Performance Appraisal Anguish
establish future performance goals. So, when leaving the session, the individual being appraised knows where he/she has been, where he/she is now, and what is expected of him/her in the future.
Unfortunately, most people responsible for evaluating performance lack the training necessary to complete the process successfully and subordinates continue to dread the prospect of coming face to face with their real or imagined shortcomings. And, like most of those put in the position of both judge and jury, performance evaluators are often too lenient, too strict, or influenced by individual biases. Other errors committed by performance evaluators include recency error (giving greater weight to recent events rather than performance during the entire performance period), central tendency (appraising all subordinates within a narrow range), halo/horn effect (rating individuals on one activity rather than overall performance), and contrast error (rating individuals based on how their performance compares to other employees rather than how it compares to organizational performance standards).
Regardless of performance evaluator reluctance or incompetence, those being evaluated should shoulder some of the responsibility for making the process a success. If supervisory feedback is not forthcoming during the performance cycle, individuals should periodically inquire on how their performance is measuring up against established standards and what they should do to meet or exceed those standards. In addition, individuals subject to the performance appraisal process should document all the good/great and bad/lousy things they did during the performance cycle and attach that list to a letter or memo that says something like:
DEAR BOSS: IN PREPARATION FOR OUR UPCOMING PERFORMANCE DISCUSSION, I LOOKED BACK AT MY PERFORMANCE OVER THE PAST YEAR AND CAME UP WITH A LIST OF THE AREAS THAT I BELIEVE I MET OR EXCEEDED EXPECTATIONS. I ALSO CAME UP WITH A LIST OF THE AREAS I FEEL NEED IMPROVEMENT. I VALUE YOU CONTRIBUTIONS AND LOOK FORWARD TO THE OPPORTUNITY TO DISCUSS YOUR OPINION OF MY OVERALL PERFORMANCE AND THE STEPS I NEED TO TAKE TO IMPROVE FUTURE PERFORMANCE.
This type of communication does three things. First, it puts the boss on notice that the subordinate is expecting a performance appraisal in the near future. Second, it reminds him/her of the positive contributions made during the performance cycle. Third, it contains an admission that the person being evaluated doesn't consider himself/herself perfect and is always on the lookout for ways to improve improve his/her performance. Three good things that will eliminate much of the
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