Is it possible that you don’t like doing Staff Appraisals? If so you are like many “bosses”, according to our survey. But when you consider that staff appraisals can be a major tool in improving long term productivity in your firm, isn’t time you embraced them? Here’s 6 tips top improve Staff Appraisals you give in your firm.
You fret over getting staff appraisals right and you wonder if they are actually worthwhile?
Perhaps you keep postponing them? Funny how we are always too busy for things we don’t really like doing!
Surveys we have completed among the owners of small and medium sized firms showed 73% of people do not relish the idea of doing staff appraisals. Although they wonder if it’s worthwhile, 80% think that they are. So if we could help you reduce the pain and increase the gain, would that be worthwhile?
Firstly I asked if professionals like doing staff appraisals, and you said no. So, guess how much your staff like them? Think about the procedure more positively, you will find the following six ideas help, managing your mindset about it is an important point.
6 tips to improve the staff appraisals you give
- Preparation: Think about the discussions you’ve had during the year and bring those into the discussion. Give staff plenty of notice and remind them what you want to do is discuss the key things that have gone on during the year.
- Surprises: There should be none, on either side. This is about formalising things you have discussed during the year. If there are difficult surprises you need to think about your everyday management and communications. Are you spending enough time with your team, and doing the right things with them?
- Examples: One of the best appraisals I ever had was in 1990 and my manager gave clear examples of when, where and what I had done well (and badly). This specificity makes it hard to argue with and allows you to ask powerful questions. Questions like “how do you think you managed the launch of the new offer”. It’s an open question, which is a great technique, active listening helps too.
- Good and bad: Ensure you highlight good things, but don’t avoid discussion about weaknesses. Perhaps you’ve watched me talke about “The Sandwich”? If not click here and watch me talk about it . If you have discussed good points, you really should be frank and open about the weaker areas too; most people avoid those bits. You may enjoy our six page guide to “difficult conversations”, you can download it by clicking here
- Conclude: One of our firm’s motto’s is “learning is not enough”; it is the same with appraisals. Having had the learning experience, you must draw it together into 2, maybe 3 (but not more), clear actions relating to what needs to improve.
- Regularity: Once, or possibly twice a year; don’t stretch it further or do it more often. I put this at the end, as you may like to use the conclusion to talk about when the next appraisal will be.
Click here for some more ideas about managing your team. There is never a time as good as NOW to start changing things to be the way you want them. In fact, if you’re putting it off you should probably admit to yourself that it’s not going to happen.
What have you done to improve your staff appraisals?