After the appraisal takes place, the plan for improvement can be implemented. During this time, managers can regularly keep records of employee performance. These can be informal observations that can aid the manager in gauging employee progress. In addition, employees can have the specific goals for improvement in mind. Periodically, the manager and employee can meet face to face to discuss employee progress. Employees can give feedback on how well they think they are progressing. In addition, employees can ask specific questions on any of the goals they are struggling with.
Feedback: What can go wrong?
When identifying a problem in the performance appraisal process, managers need to focus on the employee rather than on the performance (Gomez-Mejia, Balkin, & and Cardy, 2010, p. 218). Focusing on the employeeâ€™s development helps keep a sense of objectivity. If the manager focuses on the performance, instead of on the employee development, the employee may become defensive. If this happens, the effectiveness of the feedback will decrease because the employee may become self conscious. Itâ€™s better to direct feedback toward skill improvement rather than toward the employee performance. Encourage the employee to discuss their feeling and ideas about the problem. If the employee feels they are not a part of the discussion and that they are just being lectured to, the feedback may not be taken as seriously. Getting the employee actively involved in the feedback process helps ensure they take an active role in the process. In addition, making sure to accurately define the problem helps in developing a solution. If the problem is not accurately identified and defined, then the right solution will be very difficult to determine. Furthermore, if the feedback from the manager is vague or wishy-washy, the employee may not understand what the manager is trying to say. This miscommunication can diminish the effectiveness of the appraisal process. Make sure to plainly state the problem and be clear about the desired solution. In addition, make sure to communicate to the employee that they are in control of their solution. If the employee feels empowered, they will be more active in fixing any performance problems they are faced with. If they donâ€™t feel empowered, they may not understand that the solution to the problem is in their hands. Managers need to help employees understand they are accountable for solving their performance problem with the help of the manager.
When delivering an effective performance appraisal, the manager will most likely divide the interview into two parts: performance evaluation and salary judgment (Gomez-Mejia, Balkin, & and Cardy, 2010, p. 230). Then the manager will follow the interview with feedback that the employee can use to better understand what they need to work on and why they received the scores they did. Within the feedback, the manager will provide advice to help the employee manage their performance. During the performance part of the interview, the manager will take on the role of a coach. During this part of the interview, the manager will be reviewing the employeeâ€™s performance. The purpose is to provide evaluation and feedback that will be used in the development of the employeeâ€™s skills. The second part of the interview will focus on managerial judgment of employee performance. The focus of this will be to provide evaluation and feedback for administrative decision making. After conducting the performance and judgment parts of the interview, the manager will have identified any problems to work on. Then the manager can provide feedback with the intention of developing an action plan for improvement of skills. The manager may want to involve the employee in developing a realistic plan for improvement. The goal will be to empower the employee to put effort into skill improvement. At the end of the interview, the manager and employee can discuss a timeline for continued informal and formal performance appraisal management.
Employee Career Development
The company can benefit greatly from working with employees in skill and career development. The most advantageous benefit is that a well developed employee will be able to do a good job for the company. In addition, having well trained employees helps improve and maintain a good company image. Professional employees who are well developed tend to provide better service to customers. Furthermore, employees are happier when they feel good about the progress they are making in their career. When companies take an active role in employee career development, employees feel good about their employer. A happy employee helps limit turnover as well as low productivity.
Ð’Â Works Cited
Gomez-Mejia, L., Balkin, D., & and Cardy, R. (2010). Managing Human Resources, Sixth Edition. Indianapolis: Prentice Hall.
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