Although the appraisal meeting may be trying, the entire employee performance appraisal system is of no use if the meeting is ignored or is carried out improperly. The supervisor should begin by stating that the overall purpose of the appraisal meeting is to let employees know how they are doing. The supervisor should give positive feedback for good performance, emphasize strengths the employee can build on, and identify performance aspects that need improvement.

The meeting should be conducted in private shortly after the form is completed. How the meeting proceeds depends to a large extent on the employee’s performance. Supervisors should limit criticism to those areas that need correction or improvement. An employee performing at a substandard level must clearly understand that the deficiencies are serious and that substantial improvement is needed. Employees are more apt to agree with an appraisal when they understand the standards of performance and recognize that the appraisal is free of bias.

The supervisor should emphasize that the same standards are used to evaluate all employees in the same job. Supervisors may use a critical incident method for documenting employee performance that is very good or unsatisfactory. Employees should be given opportunities to ask questions, and the supervisor should answer them honestly. The supervisor should anticipate questions, potential areas of disagreement, and difficult responses that may arise during the appraisal meeting.

Employees should clearly understand their evaluations. New objectives should be set and areas for improvement described. Generally, the employee is asked to sign the appraisal form to prove that the meeting took place. Organizations should have an audit process to resolve conflicts arising from the appraisal. P9658