Performance Appraisal Meeting need improving, however Let me tell you what you need Project Manager Oliver Caine skimmed his notes as he to work on. First, I've noticed you coming in late a couple waited for Ben Robins to come to the meeting room. He of times. That's never a good idea, especially for a junior hoped Ben would arrive soon as he wanted to get the con- person. Please do what you can to cut that ut." Leaning forward in his chair. Ben looked started as the versation finished quickly. He had a lot of other people to get through. It was performance appraisal season, and said. "Well. okay. I guess it's true I was late on two mon- Oliver had to sit down with each of his seven software ings, but that's because I've been having some car trouble engineers, just as he had done the year before Oliver had This month. You know that I work late most nights, some- promised the HR people that he would hand in the forms Limes till 11:00p.m. And I've never taken a sick day. I can't by Friday, which had seemed like a good idea three weeks believe that being 10 minutes late twice is at the top of your ago when he had agreed to it. Unfortunately, there had been list. That really doesn't seem to be significant in my mind." Looking uncomfortable. Oliver replied, "You don't need some unexpected issues with his project in the meantime now he had to squeeze all of the performance management to get so upset, Ben I'm trying to help you here. And actu- activities into a couple of days ally, this reminds me of another area that needs improve ment. You seem to get upset too easily. Come to think of it, Ben walked into the conference room, and smiled as he said, "Hi, Oliver. I hope I didn't keep you waiting. I've seen you react strongly to things that people say in our project meetings. I wish you would make more of an effort Oliver replied, "No, I was a little early. Come on in and to stay calm and reasonable." sit down. Let's get this performance appraisal done." Shaking his head, Ben said, "Excuse me? I honestly Smiling good-naturedly, Ben shrugged and chuckled as he said, "Sounds good to me. Just tell me how great I am don't know what you are talking about I have never gotten upset in a project meeting! I may have detended an idea, and I'll get out of your hair." Ben shut the door and slid into a chair, looking expce- but that's it. Can you give me an example of a time when you think this happened tantly at Oliver to begin Oliver Sighed, and shook his head. He said, "No, I don't have an exact date or anything, but I know I've seen it, and Performance Feedback on more than one occasion. It seems silly to argue about Glancing down at the performance appraisal form (sce this. Why would I lie?" Table 1 he was in the process of hastily completing, Oliver Eyes flashing, Ben replied quietly with his teeth said, "Ben, I see that you have been with us for just over clenched, "I'm not saying that you are a liar, Oliver. I'm seven months, and you have been working with me for the simply disagreeing with what you're saying. You're just last four. Generally, I can say that you have been doing a "good job. You have always handed in your work on time, Oliver shook his head impatiently. "Well, I think you're and people seem to like you. There are some areas that the one who is wrong. But, we're getting off track here wrong" TABLET WEC Performance Appraisal Form WEC Performance Appraisal Form Employee Name Employee Role Supervisor Name Appraisal Period Performance Contributions: Please indicate three areas where the employee performed well: 1. 2. to Performance Improvement: Please indicate three areas for suggested performance improvement: 1 2. 5 3. Circle the rating corresponding to the employee's performance over the appraisal period: 2 3 Unsatisfactory Improvement needed Medis expectations Exceeds expectations Performance Wis Perlomake did not Performance Performance consistently below Colisemily meet expectently met expectations sistently exceeded expectations in most tations. Performance in all essential areas of expectations in all Essential areas of failed to meet expec responsibility, at times essential areas of responsibility, and tations in one or more possibly exceeding responsibility, and the cir reable prog essential areas of expectations, and the quality of overall work Tess toward critical responsibility, and quality of overall work wis excellent Annual goals was not made or one or more critical was very good. The goals were met Significant improve goals werkt met A TIKISI critical annual ment is needed in performance improve goals were met one or more areas. A ment plan to improve performance improve performance must be ment plan or separation attached, including agreement is attached timelines to measure progress Signatures: Employee Supervisor Evaluation Date Exceptional Perance la coded expectations dhe exceptionally high quality of work in all essentials responsibility, resulting in superior quality work A major goal or project was completed, or an exceptional or unique contribution was made to the organization. This rating is achievable bu given infrequently 272 Part 4 Placing. Developing and Evaluating Human Resources I'm just telling you what I've seen. If you want to improve perfect, but the customers love him. He is just the most you'll be more open to listening to feedback. Oh, actually easy-going guy It we get behind schedule, we just send That's great." Oliver wrote quickly on his paper, and con him out to make nice and no one gets upset. We couldn't tinued "Let's actually put the listening to criticism thing Det by without him. Besides, I only gave him a rating of as something you need to do better There! That's good meets expectations as well." Now we have three areas for improvement so I can fill out Jumping out of his chair. Ben replied, This makes no this form properly. We'll list punctuality, staying calm, and sense! Scoll is the reason we get behind schedule! If he accepting criticism as areas that you need to work on 1 weren't here we wouldn't heed anyone to kiss up to the was having trouble thinking of three weaknesses, but now customer I think we're set." Oliver held out his hands in a calming gesture, and said, Ben sat speechless, unsure what to say "You're getting upset again, Ben What's with that? Didn't we just agree that you were going to work on that prob- The Overall Rating lem? Please. Have a seat I think we're just about done. You Oliver put down his pen, and said, "On the bright side, I just need to sign these forms for me saying that we had this meeting." Oliver held out his pen to Ben, who seemed am rating you at 'meets expectations. You'll be liappy to unsure how to react know that you are aligned with all of the other engineers on this project. Good job! White each of you has strengths DISCUSSION QUESTIONS and weaknesses. I'm happy to say that everyone is doing fine overall. I'm sure you'll agree that we have a very 1. Which rater biases does Oliver seem to be displaying! good team." 2. Using the guidelines for effective performance evalua- tion interviews (Figure 8-14), develop a plan for what What About Scott? Oliver should do to improve his ability to conduct Finally finding his voice. Ben said. "Wait. We're all rated more effective performance appraisal interviews. the same? What about Scott Browski? That guy is a walk 3. Examining the performance appraisal form in Table 1 ing disaster. We all spend time fixing his mistakes because what recommendations would you have for its he can't do anything right. And if you care so much about improvement punctuality, maybe you've noticed that he is late at least In the next installment of the WE Connections story once a week." (at the end of Chapter 9), HR staff mull over their compen- Annoyed, Oliver said, "Woah Calm down, Ben. There's sation strategy when some employees express dissatisfac- no need to come down so hand on Scott. He may not be tion with the equity of the company's system. ~