2.27 Disciplinary Procedures - Laserfiche WebLink

New Search

Preparing for the Appraisal Interview i To begin preparing the appraisal, make sure you have as much information as possible, including job descriptions., job ' standards, reports, previous appraisals, copies of any disciplinary actions, work samples, etc. Look for specific examples that illustrate trends in the employees performance. j . j Before the meeting, write out the appraisal as you see it. Refer to specific situations rather than generalizing the employee's behavior. For example, "On five separate occasions, Joe got into arguments with co-workers in staff meetings, raising his voice," instead of "Joe is hostile towazds co-workers". ff you are providing criticism about per-, formance, be sure to provide recommendations about what the employee should do to improve. Getting the Employee Involved At least two weeks in advance, make arrangements to meet with the employee. At that time, supervisors can give the employee the opportunity to contnbute to the appraisal process. ~I One way to do this is to ask the employee to conduct aself-evaluation using the same evaluation form that you will .use. Explain that your purpose in soliciting the self-evaluation is to begin dialogues that ensure fair and honest ' appraisals. Most often, you will find that employees rate themselves less favorably than you rate them. Self- evaluations that aze higher than yours usually indicate areas on which you should focus during the appraisal interview. Another way to solicit involvement from the employee is to give her/him a few questions about a week before the meeting. Explain that the purpose of these questions is to give him/her the opportunity to evaluate performance and to remind you of significant events or factors affecting performance that you may have overlooked. These questions might be: • What do you feel aze your major accomplislunents this year? • What could you have done better? • What should management know or do that would help you do your job better? Self-evaluations should be voluntary. They are a t~sefiit tool but they are not necessary for a successful appraisal. Conducting the Appraisal Interview As a supervisor, you are responsible for establishing the agenda of the appraisal meeting and laying the groundwork for an o nand roductive discu pe p sston. 1. Establish rapport with the employee. 2. State the purpose and direction of the discussion. 3. Discuss primary responsibilities and key results, allowing the employee to present the self-appraisal first. 4. Discuss problem areas by mentioning your concerns and then asking questions and listening to the employees explanations. Provide examples that support your contentions. 5. Solve problems together by getting the employee committed to fmding a solution anti involving them in the pro- cess. Focus on fithtre performance rather than past mistakes to defitse the employee's defensiveness. State- ments such as "I'd like to work with you to improve..." and "What can we do to correct this?" aze helpful. Be sure the employee knows that the responsibility for improvement rests with him/her. Supervisor`s Guide January, 1996 Employee Relations Page 26