It’s important to get the employee’s input as part of the data collection process for writing a complete and objective performance appraisal. But asking the individual to use the company’s appraisal form to create a self-appraisal can present problems.
Here’s a better way. When performance appraisal time rolls around, the supervisor should ask each subordinate to create a “good stuff list.” Here’s a script:
“Pat, over the next few weeks I’ll be writing your annual appraisal. Before I even start thinking about it, I’d like you to do something for me.
“Over the next few days, I’d like you to make a list of all the things you’ve done in the last year you really feel good about. Jot down any projects that went particularly well, skills you’ve acquired, things you’re really proud of.
“I’m not looking for a balanced self-appraisal. There’s no form . . . an email will be fine. I just want a list of the things you’ve done in the last year that you’re proud of — things I should be sure to consider when I write your appraisal. ”
Two benefits come from asking for this good stuff list. First, it puts an appropriate positive focus on a management process that’s too often seen as negative. More important, it makes sure that the appraiser doesn’t overlook anything. There’s nothing more embarrassing than giving Sam his performance appraisal only to hear him say, “But boss — you didn’t even mention the Thompson project I did last February.” Sam won’t forget — the Thompson project will be on the top of his good stuff list.
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.
