Complete Idiot's Guide to Performance Appraisals
Complete Idiot's Guide to Performance Appraisals

Complete Idiot's Guide to Performance Appraisals


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About the Book

Table of Contents:
I. LOVE 'EM OR HATE 'EM, (ALMOST) EVERYBODY NEEDS 'EM. 1. Report Cards for the Working Class. Measuring Performance. In the Good Old Days. In Today's World. One for You, One for Me. Who Gives Performance Appraisals? The Same By Any Name. Sure Signs That You Need Them. 2. To Appraise or Not? The Pluses of Performance Appraisals. What's Good for Your Company. Can Be Good for Your Employees. Safeguarding Your Business. No Time to Talk. Fear of Confrontation. The Value of Communication. What the Experts Think. Give Praise "In the Moment." "Tell Me What You Think." "Fuhgeddaboutit!" Legal Considerations. What Do Performance Appraisals Have to Do with Discrimination? A Tale of Two Perspectives. Compensation Issues and Promotional Decisions. What Should Be the Boss's Priority? People or Paper? Without People, Who Needs a Manager? @CHAPTER 3. Everybody Needs a Little Feedback. The Advantages of Using Feedback. People Who Need People. Great Expectations. There Shall Be No Surprises! The Advantages of Regular Feedback. When Feedback Can Hurt. Hold the Emotions. Timing Is Everything. Lay Off the Sarcasm. What's Enough? A Case Study in Communication. Timetable for More Formal Appraisals. Happy Anniversary. Same Month, Every Year. Making a List, Checking It Twice. Getting to Know You. Bizarre But True ... Stories from the Trenches. "You Still Have a Job, Don't You? How Not to Win Friends and Influence People. Laughing All the Way to Court. Don't Be the Next Bizarre but True Story. 4. What's Your Style? Move Over, Aristotle. Pick a Style, Any Style. Try to See It My Way. My Values or Yours? What Values Do You Value? Here a Style, There a Style. If the Style Fits. A Match Made in Heaven? Companies Need People. Theory. Theory. Which Should It Be? Take Me Out to the Ball Game. A Gallery of Styles. "I'm the Manager and You're Not." Status Quo. The Team Player. Mentor. Your Turn to Choose Your Own Management Style. II. LET'S START AT THE VERY BEGININNG. @CHAPTER 5. Casting Call: What's My Role? Who Draws the Short Straw? The Top Bananas. Size Matters. Calling All Managers and Supervisors! Hooray for Human Resources! Asking for Outside Help. Working with a Consultant. Design by Committee. Do You Know What Your Employees Are Doing? Determining Who Should Be on Your Design Team. Revisiting Your Purpose. A Dedication to Motivation. Communication Counts. Appraisals Lead to Training and Development. Raises and Promotions. 6. First Things First. The Beauty of a Well-Written Job Description. Nothing Stays the Same. What's in a Job Description? Essential Functions and ADA. How Can I Tell What's Essential? (Do) Sweat the Details: Defining the Job. Job Descriptions and the ADA. Get It in Writing. 7. Everything You Need to Know You Learned in Grade School. Lessons from the Classroom. Words Can Hurt. Understanding Cultural Differences. Focus on Motivation and Improvement. Nervous Is Normal. Accentuate the Positive. "What Do You Think?" Techniques in Action. This Is Not a Test. Don't Make Your System Competitive. Drum Roll, Please! Training for Managers. A Memo Doesn't Count as Training. Think Win-Win. Don't Shortchange the Roll Out. The Bottom Line. Do I Have to Do a Dog and Pony Show? Formal or Informal-Where Do We Go Next? 8. The Casual Approach: Can We Talk? Square One-The Basics. Just Start at the Very Beginning. Being Prepared Makes a Positive Impression. A One-on-One Conversation. Keep Things Informal. Start with Some Small Talk. Put Yourself in Your Employee's Place. Components of a Performance Appraisal Conversation. Remember Those Positives. Make This a Motivational Conversation. Do You Hear What I Hear? Document the Goals. Informal Appraisal Do's and Don'ts. Put It in Writing. 9. Formalities: My Form or Yours? Do I Need to Use Yet Another Form? The Advantages of Using the Company Form. How to Complete a Formal Performance Appraisal Form. When the Form Doesn't Fit. Appraise Thyself. Different Strokes for Different Folks. Avoid Bias Based on Personal Feelings. Advance Preparation. Common Types. It Won't Work: The Pessimist. That's a Great Idea (Can You Believe How Stupid It Is): The Passive-Aggressive. Please Don't Notice Me: The Introvert. Hidden Agenda: The Self-Righteous. No Energy: Burned Out. III. WHAT'S MY LINE: WHAT TO SAY AND HOW TO SAY IT. 10. Prepare and Practice. Taking Care of Yourself. Always Be Prepared-Professionally Speaking. This Meeting Matters. Allow Enough Time. Don't Procrastinate. Hold the Discipline. Pull Up an Easy Chair. The Five Fatal Mistakes. No-No Number One: Taking Phone Calls During the Appraisal Meeting. No-No Number Two: Being Disorganized. No-No Number Three: Appearing Disinterested or Distracted. No-No Number Four: Being a Timid Tim. No-No Number Five: Being a Rigid Rochelle. Opening Remarks. How About Those Red Sox? The Preamble. Sincerity Counts. Conversational Rather than Adversarial. 11. Script or Ad-Lib? Handling the Form. Start with Positives. It's What You Do. Feedback DON'Ts. DON'T Patronize. DON'T Do All the Talking. DON'T Answer Your Own Questions. DON'T Dwell On the Negative. The Halo Effect. Is It Behavior, Personality, or Work Skills? 12. Dialogue Is a Two-Way Street. Encouraging Participation. Start with a Question. Do You Want to Know a Secret? I Say Again... Hold the Interruptions, Please. Eye-to-Eye. Take a Few Notes. Respect Opinions. Focus on Performance, Not Money. Looking Ahead. Tie In Corporate Goals. Tie into Personal Values. Make 'Em Stretch. Reaching Closure. 13. Potential Problems and Difficult Situations. If You Anticipate Disagreement. Emotional Outbursts. When Anger Bursts Out. The Threat of Aggression. Unexpected Violence. What to Say When. Countering the Halo Effect. Terminate 'Em. What You Can Do About Substandard Performance. The Negative Employee. 14. Aftershocks. Follow Up. Honor Your Agreements. Ways to Ensure that Commitments Are Kept. How Often Must I Follow Up? How to Tell If Someone Has Disengaged. Not Ready to Say Goodbye? If the Silence Persists. Restoring the Faith. Compromising Positions. Don't Forget the Follow-Up. IV. WHEN IT'S YOUR TURN TO RECEIVE. 15. The Importance of Being Prepared. Establishing Your Goals. Make Sure Your Boss Knows Your Goals. Semantics Are Everything. Productive Repetition. How to Think in Terms of Accomplishments. Who? Me? Ask for Help. Mental and Physical Preparation. 16. Keeping A Face-to-Face from Becoming a Face-Off. The Do's of Communication. The Don'ts of Communication. Your Manager is as Nervous as You Are. When Conditions are Less than Perfect. Participate. Don't Argue. Ask for Specifics and Clarification. Establishing Your Goals for the Future. Challenge Yourself. 17. When Your Boss Makes Dilbert Look Good. Techniques To Diffuse Anger. When To Shut Up. What To Do Afterward. Blow Off Some Steam. Strategize Your Next Move. Legal Recourse. How to Choose an Attorney. Things to Consider Before Filing a Lawsuit. When You Feel There is No Other Choice. V. BUILDING A NEW PERFORMANCE APPRAISAL PLAN. 18. Every Building Needs a Foundation: Building Your Framework. Who Are You? Will a Raise be Involved? Research Your Company's History Regarding Appraisals. Design a Custom Format. Creating Performance Standards. Defining Production. Quantifiable Measurement. Will It Stand Up in Court? Improvement Plans. Writing Goals. Solicit and Use Employee Input. 19. Open House: Sharing the Plan. Employee Buy-In. No Surprises. Everyone Gets Evaluated. Management Training. Confidentiality. Shhhh! Who Gets a Copy? Those Compulsive Sharers. Rebuttals. Once a Year Is Not Enough. Casual Feedback. One Minute Manager Techniques. Don't Keep Secrets Until Appraisal Time. Timing Annual Appraisals. 20. Tinkering and Remodeling: Improving the Plan. Self-Evaluation. Peer Evaluation and 360-Degree Evaluation. Customer Feedback. Consistency. Periodic Auditing. How Often. Who Does It? Oh, Say Can You See ... What to Look For. Communication. How About a Survey? When the Problem is Management. 21. Keeping It All On Track: Performance Management. Design in a Nutshell. How Often Is Continuous? Designing a Plan. Encouraging Collaboration. Components of a Performance Management Program. Advantages and Benefits. The Right Stuff to Make it Work. Which Companies Are Right for Performance Management? When the Timing Is Wrong. To Change a Bad Situation. VI. MEASUREMENT MATTERS: TYPES OF APPRAISALS. 22. Check Please: Fill in the Blanks. What's the Score. When These Appraisals Are a Good Idea. When These Forms Are a Bad Idea. Rating the Ratings. When More Is Not Necessarily Better. Fewer Choices, Fewer Arguments? How Brief Do You Want to Get? 23. Appraisals Everyone Loves to Hate. Toeing the Regulatory Line. Quantitative Measurement-What Is It? If There's a Harder Way of Doing Something. 24. Balance Is a Happy Medium. What Will Work For You. Brevity Can Be Attractive. The Secret to Completing a Performance Appraisal Quickly and Accurately. Another Balanced Approach. Mutually Established Goals. Make Your Form Adaptable to Changes. The Delivery Matters Most. 25. Could You Put That In Writing? Make Mine a Letter: The Narrative. The Casual Approach. Dressing Up. Does Style Matter? When the Narrative Format Works Best. When the Narrative Format Is a Bad Idea. A Word of Caution. 26. Peer-to-Peer and 360-Degree Feedback. Peer-to-Peer Evaluation. 360-Degree Evaluation. How Useful Are Peer-to-Peer and 360-Degree Evaluations? Trust Is the Key. Are You Ready? Your Program Will Only Be as Good as Your Training. More Thoughts on 360-Degree Feedback. Be Constructive, Not Destructive. VII. APPENDIXES. Appendix A. Glossary. Appendix B. Sample Forms. Appendix C. How to Say It: Sample Lead-Ins. Appendix D. Resources. Index.


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Product Details
  • ISBN-13: 9780028639772
  • Publisher: Pearson Professional Education
  • Publisher Imprint: Alpha Books
  • Language: English
  • Spine Width: 19 mm
  • Width: 232 mm
  • ISBN-10: 0028639774
  • Publisher Date: 15 Mar 2001
  • Binding: Paperback
  • No of Pages: 352
  • Weight: 575 gr


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