| | | Ten Most Common Appraisal Errors of Performance Appraisals* Ten Most Common Appraisal Errors of Performance Appraisals*
10. “Gut” feeling (subjectiveness)
9. Lack of follow-up
8. Improper preparation; poor documentation
7. Biases
§ similar to me
§ positive leniency - want to give everyone high scores
§ negative leniency - want to give everyone low scores
§ halo effect - the employee is a "saint" so must have high scores
§ attribution - tending to see poor performance more within control of the individual and superior performance as more of an influence of external factors
§ stereotyping
§ contrast effect - contrasting one employee's accomplishments against another
§ unfair comparison - comparing one employee against another
§ first impression
§ central tendency (forced bell curve) - expecting in any group that there will be some poor employees and some great employees
6. Recency effect: over - emphasis on recent performance
5. Inadequately defined and/or misunderstood standards/goals
4. Lacking truth
3. Poor interviewer (poor environment, poor use of time, domineering,
poor listener, etc.)
2. Conducting an “annual” review (as opposed to the ongoing review)
1. Negative approach - catching them doing something wrong! (As
opposed to the One Minute Manager Approach of catching them
doing something right)
Traits of the Best Performance Management Systems
· Performance management is a daily supervisory responsibility and integral to management. If proper goal setting, coaching and feedback are done periodically, then the results of the performance evaluation will not be a surprise.
· Supervisors understand and communicate how the goals of the organization directly impact the employee's job and performance.
· Supervisors see performance appraisal, training and development and career pathing as interrelated and essential for the organization's success.
· High performance is rewarded appropriately. Mediocre performance is not rewarded.
· Good managers are honest, fair and caring with all employees. They remember to listen and promote 2-way communications.
· Good managers know that turnover costs are high. They know that to retain employees, development and training are essential.
· Supervisors understand that following the policies and guidelines for performance management is critical for successful defense in a legal setting.
o Supervisors use the same process for all employees.
o Job content is used in developing goals and evaluating performance.
o Evaluations are behavior oriented and not personality trait oriented.
o Employees are given the right to respond to the evaluation in writing and both the supervisor and employee sign the final copy.
o Confidentiality is respected.
With Best Regds,
Vikram Singh
+919810102421  | | | | Ten Most Common Appraisal Errors of Performance Appraisals* Ten Most Common Appraisal Errors of Performance Appraisals*
10. “Gut” feeling (subjectiveness)
9. Lack of follow-up
8. Improper preparation; poor documentation
7. Biases
§ similar to me
§ positive leniency - want to give everyone high scores
§ negative leniency - want to give everyone low scores
§ halo effect - the employee is a "saint" so must have high scores
§ attribution - tending to see poor performance more within control of the individual and superior performance as more of an influence of external factors
§ stereotyping
§ contrast effect - contrasting one employee's accomplishments against another
§ unfair comparison - comparing one employee against another
§ first impression
§ central tendency (forced bell curve) - expecting in any group that there will be some poor employees and some great employees
6. Recency effect: over - emphasis on recent performance
5. Inadequately defined and/or misunderstood standards/goals
4. Lacking truth
3. Poor interviewer (poor environment, poor use of time, domineering,
poor listener, etc.)
2. Conducting an “annual” review (as opposed to the ongoing review)
1. Negative approach - catching them doing something wrong! (As
opposed to the One Minute Manager Approach of catching them
doing something right)
Traits of the Best Performance Management Systems
· Performance management is a daily supervisory responsibility and integral to management. If proper goal setting, coaching and feedback are done periodically, then the results of the performance evaluation will not be a surprise.
· Supervisors understand and communicate how the goals of the organization directly impact the employee's job and performance.
· Supervisors see performance appraisal, training and development and career pathing as interrelated and essential for the organization's success.
· High performance is rewarded appropriately. Mediocre performance is not rewarded.
· Good managers are honest, fair and caring with all employees. They remember to listen and promote 2-way communications.
· Good managers know that turnover costs are high. They know that to retain employees, development and training are essential.
· Supervisors understand that following the policies and guidelines for performance management is critical for successful defense in a legal setting.
o Supervisors use the same process for all employees.
o Job content is used in developing goals and evaluating performance.
o Evaluations are behavior oriented and not personality trait oriented.
o Employees are given the right to respond to the evaluation in writing and both the supervisor and employee sign the final copy.
o Confidentiality is respected.
With Best Regds,
Vikram Singh
+919810102421  | | | | Ten Most Common Appraisal Errors of Performance Appraisals* Ten Most Common Appraisal Errors of Performance Appraisals*
10. “Gut” feeling (subjectiveness)
9. Lack of follow-up
8. Improper preparation; poor documentation
7. Biases
§ similar to me
§ positive leniency - want to give everyone high scores
§ negative leniency - want to give everyone low scores
§ halo effect - the employee is a "saint" so must have high scores
§ attribution - tending to see poor performance more within control of the individual and superior performance as more of an influence of external factors
§ stereotyping
§ contrast effect - contrasting one employee's accomplishments against another
§ unfair comparison - comparing one employee against another
§ first impression
§ central tendency (forced bell curve) - expecting in any group that there will be some poor employees and some great employees
6. Recency effect: over - emphasis on recent performance
5. Inadequately defined and/or misunderstood standards/goals
4. Lacking truth
3. Poor interviewer (poor environment, poor use of time, domineering,
poor listener, etc.)
2. Conducting an “annual” review (as opposed to the ongoing review)
1. Negative approach - catching them doing something wrong! (As
opposed to the One Minute Manager Approach of catching them
doing something right)
Traits of the Best Performance Management Systems
· Performance management is a daily supervisory responsibility and integral to management. If proper goal setting, coaching and feedback are done periodically, then the results of the performance evaluation will not be a surprise.
· Supervisors understand and communicate how the goals of the organization directly impact the employee's job and performance.
· Supervisors see performance appraisal, training and development and career pathing as interrelated and essential for the organization's success.
· High performance is rewarded appropriately. Mediocre performance is not rewarded.
· Good managers are honest, fair and caring with all employees. They remember to listen and promote 2-way communications.
· Good managers know that turnover costs are high. They know that to retain employees, development and training are essential.
· Supervisors understand that following the policies and guidelines for performance management is critical for successful defense in a legal setting.
o Supervisors use the same process for all employees.
o Job content is used in developing goals and evaluating performance.
o Evaluations are behavior oriented and not personality trait oriented.
o Employees are given the right to respond to the evaluation in writing and both the supervisor and employee sign the final copy.
o Confidentiality is respected.
With Best Regds,
Vikram Singh
+919810102421 |
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