Ten Ways To Assess The Unavailability Of Performance Appraisal

< p > simple mistakes can greatly affect the motivation and performance of employees. Here are ten ways to destroy employee assessment and how to avoid similar incidents: < /p >

< p > 1, requiring employees to carry out < a href= "http://www.91se91.com/news/index_c.asp" > < /a >.

Asking employees to conduct self-assessment is a "lose lose" proposal.

A good employee will feel that she has done a good job, whether she wants to make formal or informal assessments of herself, why do you want to let her evaluate herself or whether you are too lazy to personally assess.

A poorly performing employee may not be able to evaluate himself poorly, which will turn a constructive discussion into an argument.

Self assessment sounds like a summative but a waste of time.

Never ask employees to conduct formal self-assessment, and never ask employees to conduct informal self assessments during meetings.

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< p > two, and raise the question that you can not support the example.

To make a general statement about poor performance, almost every employee will ask for specific examples to illustrate.

Without specific examples, your point of view is failure.

Never talk about a particular problem or a particular area needs improvement without giving an example that can support your conclusion.

Facts and data are essential.

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< p > three, discuss < a href= "http://www.91se91.com/news/index_c.asp" > personality traits < /a >, especially negative personality traits.

You can say, "you have a good attitude."

No one will object to positive comments, rather than "bad attitude", focusing on character rather than performance.

Perhaps employees do not have a good attitude; if so, list specific behaviors that lead to this result.

Always focus on behavior, not character.

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< p > four, focusing mainly on recent events.

The longer the time of assessment, the more likely it is to happen.

Even though I have done a lot of things in the past year, I have received almost any assessment of what I have done in the past few months.

Concerned about recent performance, employees will naturally grasp the law "Oh, the date of assessment is coming, it is time to start working hard."

Keep records, make notes, and make sure that the assessment reflects the performance of the whole time period.

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< p > five, overestimating the role of incentives.

Some people think that employees will not fail to assess.

If you tell her that she is doing a good job, she may inspire her to make her feel that she should start working hard.

The evaluation should accurately show the performance.

Find other incentives, rather than let employees expand themselves because of assessment.

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< p > six, compared with other employees.

Even in fact, you can't say this: "your sales performance is the worst in the whole group".

And never take an employee to compare with another employee.

Comparison is also unfair, and it usually creates a sad mood and creates unhealthy competition.

Compare only the performance of the employee with the performance standards; if an employee's sales performance is indeed the worst, but it has reached the expected goal, it will focus on surpassing expectations.

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< p > seven, asking a href= "http://www.91se91.com/news/index_c.asp" > temporary < /a >.

Performance appraisal should be a two-way dialogue, right? So you need to ask staff questions to cause dialogue, right? Of course, but not asking silly questions.

Don't ask general questions about economy, industry, market or business.

Do not ask questions about how to improve your business, and leave these questions at other times.

Staff assessment is the employees' own time.

Assessment should be focused on employees only, so they are asked if they have any problems, whether they need help, whether they have the right tools to work and so on.

In short, ask some ways you can help them succeed.

After all, this is your first duty.

Eight. Answer questions that you can't answer or should not answer.

When you conduct an assessment, you can easily feel that you are omniscient.

You are not omniscient.

If you do not assess the information you need, speak up and follow up.

If you should not talk about something, don't talk about it.

As the open conversation continues, it is easy to reveal sensitive or confidential information.

Be honest about employee performance and stop here.

No matter how tempting it is, do not trust others and share information at this time.

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< p > nine, promise you can not achieve things.

A good performance appraisal assessment is used to assess the past and focus on the future.

Sharing development and improvement plans through various channels, but remember that when you say "maybe", employees usually hear "affirmation".

To manage expectations: if you are not sure whether you can achieve your goal, do not say or emphasize success. The potential opportunity is only an opportunity.

If a potential opportunity does not work at last, let employees know and explain why.

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< p > ten, ignoring previous assessments.

Do you remember what you said in the last assessment of an employee? Of course you don't remember, but the employees remember.

Using the same example will make employees feel that you are acting.

Discussing the same opportunity will make employees feel that you are perfuncting their career development.

Make a note after the meeting and review these records and previous assessments before sitting down next time.

Keep in mind that performance appraisal is part of the whole process of improvement and development. It is not a one-time event that can easily be forgotten, because even if you forget what you say, employees will never forget it.

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