By: Bob Nelson May-June 2000

Appraisals ◦ At its best – motivator to achieve goals ◦ At its worst – makes employees feel unappreciated, unimportant, and abused ◦ Survey in 1996 showed 90% imeffective

 Took manager less than an hour to prepare  Took less than and hour a year for appraisal  Done just to get the employee the raise  Reflected recent work ethics and not the 12 months of work ◦ Overall dissatisfaction radiates in all surveys from employees to management

 40% report they not having reviews  Focuses on job performance toward agreed- on goals-not personality traits ◦ Recognizes the employee's contributions toward achieving organizational goals ◦ Addresses shortcomings ◦ Identifies education needs ◦ Meaningful part of a persons career-planning process ◦ For most organizations, this process is also the basis for determining employee compensation

 Job contents develop appraisal  Objective performance, not subjective traits  The employee being evaluated and gets to leave feedback or concerns in writing ◦ Employees want and need continuous performance feedback ◦ They want to be recognized and rewarded for their accomplishments ◦ Most employees want feedback to make appropriate changes

 Positive verbal remarks  Personal notes about good performance  public recognition good performance  morale-building meetings to celebrate successe  A survey found ◦ that 68% fell it is important to believe that one’s work is appreciated by others ◦ 63% agree that people would like more recognition for their work ◦ 67% agreed that most people need appreciation for their work

◦ Take into account the needs of employees ◦ The nature of today's fast-paced business environment ◦ Be participative - employee must have a voice in the process  Sense of fairness about the process  A self a motivator  Effective way to improve job performance ◦ Link individual goals to the organization ◦ Identify education and development needs ◦ Discuss career advancement opportunities.