Improving Performance Management

Designing an appraisal system requires not only establishing policies and procedures but also obtaining the support of the entire workforce and its union or unions. Top officials need to commit to the program publicly by devoting sufficient resources to it and by modeling appropriate behavior. Managers, in turn, need to be convinced that the system is relevant and operational. Employees likewise should see it as in their interest to take it seriously. Monitoring performance in the period between plan approval and formal appraisal includes frequent positive or corrective feedback based on performance, not personality. When performance is monitored conscientiously throughout the year, the actual evaluation simply confirms what has already been discussed. Stated differently, the process of performance management is a continuous one involving coaching, development, accountability, and—both last and least—assessment. The job of the manager is to identify strengths in employees and move them into the right positions. The evaluation process culminates in the appraisal interview. In preparing for the meeting, the employee may do a self-assessment, and the manager should collect necessary information and complete, in draft form, the rating instrument. No matter the approach, the supervisor should use the event to support the policies and practices of the entire system and gain training in goal setting, communication skills, and positive reinforcement.