What To Write A Self-Appraisal For An Annual Performance Review Creating an Effective Employee Performance Management System

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Creating an Effective Employee Performance Management System

If your employee performance management system isn’t effective—in other words, your managers aren’t fulfilling their responsibility to write, approve, and deliver their employees’ performance reviews on time—this is the first question to ask: What happens to a manager who doesn’t submit all of his estimates on time?

All too often the answer turns out to be “Nothing,” or at least nothing unpleasant enough to compel the manager to act. Managers often find that it is easier to put up with HR’s toothless complaints that employees are not evaluated than to actually evaluate subordinates. As a result, appraisals get pushed aside so that the “real work” can be done, and the performance management structure of your employees is broken.

Launching Hardball Consequences

Make sure there are some real consequences for not getting employee performance reviews on time. For example, holding off on salary increases until the paperwork is up to date creates a strong incentive to get it done on time. This is especially true if the HR department has the power to deny retroactive pay raises to managers who simply didn’t get around to submitting them in time.

No manager wants to be in the position of having to explain a subordinate’s delayed raise – especially if the raise was delayed simply because the manager didn’t deliver his employees’ performance reviews on time. This strategy is called “building accountability.” It’s a tough approach, but all you’re doing is insisting that managers play by the rules.

Determination of deadlines

A more gentle measure is simply to ensure that managers know exactly what they should do and when they should do it with a checklist that includes key dates in the employee performance management cycle. And make it easy for them to do what you want them to do – make sure forms and procedural instructions are readily available and there’s someone to answer the inevitable questions that arise.

Both approaches establish shared responsibilities. Not only are line managers required to evaluate their employees’ performance in writing, but HR must ensure that the employee performance management process is a model for best practice. Patterns should reflect the reality of people’s jobs; managers must be able to assess all the subtle elements of both results and behavior; training and other support must be available in a timely manner; and what is expected should be crystal clear. Without all these elements, HR bears the lion’s share of the responsibility for not creating a system that fosters employee performance management excellence.

Sharing honey

But consequences aren’t the only area where HR drops the ball. We talked about arranging negative consequences for those managers who do not do what is expected. But remember – honey affects behavior better than vinegar. How often does HR give positive consequences to managers who do a good job of fulfilling their responsibilities for evaluating employee performance?

A simple email from an HR representative to a supervisor saying that when reviewing the employee performance reviews she wrote, he was impressed by how seriously she took responsibility and the fact that they were all submitted ahead of schedule. Copy her boss to the e-mail as well.

Providing gentle reminders

It is important to have some mechanism to remind managers when key dates are approaching. This is one of the great advantages of the online system. Well-designed online systems greatly complement employee performance management efforts by providing managers with quick information about tasks that need to be completed.

For example, a dashboard screen can let them know which employee performance evaluations need to be written and when they need to be written, which evaluations written by subordinate managers have been submitted and are awaiting their review and approval, and which subordinates need to submit the evaluations themselves or sign off after the evaluation. written and discussed.

An online system can be set up to automatically send regular reminders to managers (and their subordinates) whenever an action date approaches and email alerts if a deadline is ever missed. Finally, a good online system can track the current status of employee evaluations for different organizational units. Having this data will allow you to inform the head of sales that the completion percentage in his department is only 84 percent, while production and accounting are at 100 percent.

Lighting a small fire

Although the role of HR in creating an effective employee performance management system. Senior managers also have some responsibility for ensuring that the company’s expectations regarding the quality and timeliness of employee performance appraisals are met.

Each senior manager should review each evaluation written by a subordinate manager before that manager reviews it with the employee. This one-to-one review process will ensure a level playing field, as the senior manager can ensure that all of his subordinates apply similar standards and expectations to their subordinates. He’ll also find out who takes the employee’s talent management responsibilities seriously as he reviews the evaluations and sees how honestly they’re written.

Remembering the power of shame

Shame is a powerful motivator that is often overlooked. There’s nothing wrong with shaming managers into doing what they’re supposed to be doing.

How do you do it? The easiest way to make shame work for you is to ask a senior manager if they want to be updated on the completion status of an employee’s performance review – they’ll always say yes. (Senior executives always want to know the status of everything). It’s your license to accurately report on who exactly has their employees’ performance reviews on time and who isn’t.

Provide a brief report that begins, “As you requested, I have listed below the current status of completion of the assessment,” followed by just two columns of names — one labeled “On Time” and the other labeled “Delayed.” Send copies of your report to everyone on both lists. You can probably count on the immediate reaction of those managers on the late list to complete their evaluations and move onto the good guys list.

Again, an online system can provide managers with up-to-date information on the status of all employee performance management activities without HR having to deliver it to them. Senior managers can have a strong influence on creating an environment where 100% completion of assessments is the norm.

Creating reliable accountability

At a major oil company, the CEO and his vice president of human resources developed an employee performance evaluation procedure that was a model of simplicity: a requirement that each manager discuss 13 open-ended performance questions with each subordinate in March of each year.

The only record required by the system was a letter from each manager to the CEO each year by March 31 at the latest. The memo indicates whether or not the manager has conducted all of his interviews – if no interviews have been conducted, the memo should have explained why. And the reason should be good, explained the Vice President of the VP, because on April 1, the President of the Management Board picks up the phone and starts calling. “Why didn’t you do what I asked?” asks each manager who did not complete the task for a performance discussion. As the VP-HR explained with a sly smile, “You never want to get that call from Roy.”

Employee performance management is an essential tool for ensuring that your company’s employees are performing at their best. Your managers are the catalyst for this and need both incentives and consequences to make sure the job gets done. A system of checks and balances in place helps keep the process focused and efficient.

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