Performance Appraisals...appraise or apprise, it does make a difference - GWCC

Performance appraisals are excellent tools when used correctly. There is a protocol to follow during this annual event or in the case of new employment at six months after the start date. Consider the performance appraisal as a check-up device; it is a test to make sure that everything is working well.

Encarta defines….

Appraise – (human resources) to make a formal assessment of an employee or an employee's performance following an agreed set of criteria

Apprise - to inform or give notice to somebody about something

In all cases, appraise employees and refrain from apprising them.

Who needs ‘em?

Larger companies often have a very formal appraisal system in place. These evaluations are many pages long and require input from the employee and the manager. Action plans are developed to help the employee in areas that require attention and often compensation is tied to the evaluation results.

Smaller companies typically do not follow the same format as larger companies. The evaluation process is less formal. Even the “annual” timeframe is not adhered to as strictly. The reality is that both large and small companies benefit from the practice of performance appraisals. This is a valuable tool for both manager and employee. Feedback should be ongoing; no surprises.

Pitfall and Protocol

One pitfall for the evaluator is the unwitting discovery that you have evaluated yourself. Look back, read your words, make sure they apply to the employee and that they do no reveal your own issues. Here are five tips to keep in mind during your appraisal time:

1. Have clear, concise position descriptions for each employee in the company. This is the standard to evaluate from.

2. Keep track of performance throughout the year. When challenges occur, managers should immediately work with the employee to clear up problems. Appraisal time should never be the first time an employee is apprised of poor performance.

3. Every evaluation should cover two types of standards: job performance and behavior (ethics, values, character and respect).

4. Be prepared for the review. Employees should have their list of accomplishments and development needs in hand. Managers should have the evaluation prepared and ready for discussion.

5. Be on time. This applies to both parties. It shows respect.

Joan R. Stokely (jrs@thesocietyofdiplomacy.com) is the President of The Society of Diplomacy, Inc., a protocol and etiquette consulting firm. We offer extraordinary training programs for corporate professionals who desire greater success in their careers. Increase your knowledge of business protocol and etiquette, your corporate image, international intelligence and social skills by attending programs specifically designed for you.

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