Performance Appraisals (cont.)

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Here are some common situations that frustrate initial good intentions to be an effective reviewer:

  1. Excessive workload. Sometimes this is real, sometimes imagined. Don't let yourself formulate all kinds of excuses for not having the time to develop people. Take the time!
     
  2. Many managers hesitate to give performance reviews because they lack enough information to give a thorough assessment of their employees' skills, accomplishments and development needs. This doesn't have to be the case if you are consistently watching their performance and recording your observations. This recording can be as sophisticated as a momentary performance flash form (an example is in this article), letters of reprimand or commendation, or merely a small note on the back of a scrap piece of paper. As long as you put a date on your note and a good description of what took place, positive or negative, it all works to provide a record of performance. These notes will make the filling out of the review form much easier than trying to rely on your memory.
     
  3. "I'm a nice person. It's difficult for me to sit down and say things to someone that might hurt their feelings". There are no rules against being a nice person, but there should be rules against your niceness interfering with your duties and obligations. You have the duty to manage your company's assets, and human assets are some of the most expensive and potentially most valuable. You have an obligation to help your employees develop their skills. This is one of the most sacred responsibilities a boss has. It's fine to be a nice person, but you can't let that sacrifice your duties and obligations to be an effective manager and leader of people.
     
  4. "My objective evaluation of this person may keep him from getting a raise! " If performance doesn't warrant comments of merit, the employee should not get increased compensation or merit increases. Many bosses want their people to get more money and sometimes will rate employee performances highly just to insure a good salary increase. One of the more disastrous situations a manager can find himself in is to create an inconsistent combination of an undesirable performance review and a meritorious pay increase, Besides the potential legal quagmire, you are creating massive confusion for the employee who is being given more money than is justified. You're sending a "mixed message." 

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