Tip #10 — Use, monitor and update the program.
Audit the quality of appraisals, the extent to which the system is being used, and the extent to which the original objectives have been met. Demand 100 per cent uncomplaining compliance with deadlines and requirements. Provide feedback to management, appraisers and appraisees. Train new appraisers as they are appointed to supervisory positions. Actively seek and incorporate suggestions for improvement.
If the results of the performance appraisal are not visibly used in making promotion, compensation, development, transfer, training and termination decisions, people will realize that the whole process is merely an exercise.
About the Author
Dick Grote is a management consultant in Dallas, Texas and the author of several books. His most recent book, How to Be Good at Performance Appraisals, was published by the Harvard Business Review Press in July 2011.
