This is not the only appraisal strategy. Clearly a "tell and sell" approach is another - the appraiser acts as judge, tells the appraisee their evaluation of them as a "performer" and how to improve on this performance. Such a 'ski-instructor' approach may work where
"Tell and listen" casts the appraiser in the role of the expert, the judge and jury, passing on their appraisal message and listening to reactions. These could sometimes change the assessment, as well as enabling the two to have a reasonably frank exchange.
At least this picture suggests a two way exchange. Yet it can too easily be one way - with a directive appraiser (assertive, if not aggressive) and "the client" passive and compliant - even though perhaps smouldering under the flow of appraiser opinion.
Lets however assume that a sound, trustful working relationship exists and that the two parties approach the appraisal with a joint problem-solving approach. What pattern of exchange might we see?
Ask them to appraise their own role, achievements and gaps in readiness. This may
Self-appraisal is useful The appraisee has scope for initiative and the discussion will focus on what they know and can handle. It is often the case that appraisees can both
Try this Exercise as preparation.
Why are we both here? What is the purpose? Why is it appropriate for me to engage with you to discuss, review, evaluate your job. Am I a fit and informed enough person to do it? Are you happy with this?
Such concerns point to the value of a pre-meeting - if the parties have not engaged in the process before.
The opening of the meeting itself still needs sensitivity to set the mood - relax but not trivial, facts and objectivity rather than game-playing, overselling or defensiveness.
The appraisee may think you are damning with faint praise and be waiting for the critical attack.
Look at the facts, how the figures, the events and the activities compare with the previous period's review. Discuss how it was achieved. Use the evidence and information that share. Objectives for maintenance and continuity can be agreed. The discussion becomes specific and precise rather than general and woolly.
The appraisee can offer their own critique and ideas on these - if they have prepared for the performance review. They are likely to want to review their own position particularly if they feel "positively reinforced" by the process and are reasonably sure of the bosses agenda and their own ground. Gaps and weaknesses in performance can be discussed and remedies considered. If the appraisee is dissatisfied about something the listening appraiser can try to open this up. The session thus need not become a gripe meeting - rather - problems and difficulties encountered arise naturally from the role and performance review.
Some staff may expect to be told what to do rather than be invited to participate. It is useful to reflect on Theory X and Theory Y styles of management as McGregor defined these and consider how these predispositions by the appraiser may shape the meeting and the discussions.
Give feedback selectively - on the things that the person can actually do something about.
The appraiser can identify areas for improvement. There may be no need if the appraisee's own critique matches the appraisers evaluation. However there may be needs that the appraisee does not perceive, has omitted perhaps consciously or not discussed previously in this kind of setting Dealt with at this point, they may be better understood and accepted.
There is no guaranteed, one-right way. If the appraisee is reassured and recognise the things they need to do then the appraiser can but judge whether further issues can be raised. Some matters may be left for after the meeting.
The meeting is not about confronting the appraisee with all the shortcomings that the appraise perceives. This would be a shortcoming of the appraiser!
If the appraiser's approach is "now I've got you where I want you" then it is unlikely that a performance review encounter will be mutually supportive and positive. What are the appraisers motives?
Managerially, an appraiser's responsibility is to help the appraisee become more competent, empowered and charged! This meeting is a major delegation and decision-sharing event. It is immoral to use this position of managerial power to damage the other's self-esteem. This is bullying.
Some action may be needed from appraiser also. Here the appraiser has to be careful of keeping some of the job holders key result areas and responsibilities to themselves.
© Created by Chris Jarvis for the BOLA Project.