A simple exercise can increase the accuracy and fairness of the one-size-fits-all employee appraisal process. A pre-appraisal meeting is set up to review performance characteristics (behavior indicators) defining rating scale criteria. Through an open discussion, managers agree on consistent ways to interpret performance ratings.
Once relative consistency is achieved, each manager is asked to describe the behaviors they would associate with each rating on the rating scale. The facilitator should make sure everyone clearly understands the difference between an opinion and a behavior before proceeding with the exercise. After everyone is finished, the group compares their examples. Using consistent examples from the discussion, the rating scale can be defined using behavioral anchors to help managers calibrate their scoring on an employee appraisal template.
Managers and employees receiving above-average performance should be rewarded accordingly. Rewarding performance is the only way to sustain full employee engagement. However, managers rating staff members above average may be asked to provide measurable evidence justifying an above-average score. This simple exercise reduced above-average ratings in one financial organization from 62.2% to 22% in one performance cycle.
Performance Path® takes the employee appraisal format one step further, by linking a behavioral-anchored rating scale with stages of employee development that result in a “Human Factors” rating scale. The “Human Factors” rating scale enables managers to select the best practice coaching strategy that matches employee development, maximizing employee skill and initiative.
“Human Factors” appraisals improve communication between manager and employee, both during and after the appraisal period. Developmental planning and behavioral coaching are more likely to be successful when the manager and employee are rewarded for their efforts. The performance review shifts from focusing on the pay plan to achieving performance goals. Managers and employees begin thinking like owners. Over time a culture of achievement replaces the culture of entitlement.
Managers and employees receiving above-average performance should be rewarded accordingly. Rewarding performance is the only way to sustain full employee engagement. However, managers rating staff members above average may be asked to provide measurable evidence justifying an above-average score. This simple exercise reduced above-average ratings in one financial organization from 62.2% to 22% in one performance cycle.
Performance Path® takes the employee appraisal format one step further, by linking a behavioral-anchored rating scale with stages of employee development that result in a “Human Factors” rating scale. The “Human Factors” rating scale enables managers to select the best practice coaching strategy that matches employee development, maximizing employee skill and initiative.
“Human Factors” appraisals improve communication between manager and employee, both during and after the appraisal period. Developmental planning and behavioral coaching are more likely to be successful when the manager and employee are rewarded for their efforts. The performance review shifts from focusing on the pay plan to achieving performance goals. Managers and employees begin thinking like owners. Over time a culture of achievement replaces the culture of entitlement.
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