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| Overview |
Conducting performance appraisals can be a daunting prospect, especially for new managers. With the same brand of accessible and sage advice readers have come to rely on from The First-Time Manager, this helpful guide provides straightforward, useful information that will enable anyone to take on this important task with confidence and skill. Filled with ready-to-use tools including sample dialogues, phrases, and documents, as well as plenty of useful tips, The First-Time Manager's Guide to Performance Appraisals shows readers how to:
This book is an essential resource for managers who want to get the most from the performance appraisal process . . . and from their people. |
| About the authors |
Diane Arthur (Northport, NY) is President of Arthur Associates Management Consultants, Ltd., a human resources development firm. She has more than 30 years of experience as a consultant, workshop leader, and lecturer. She is the author of numerous books, including Recruiting, Interviewing, Selecting & Orienting New Employees (978-0-8144-0861-2). |
| Table of contents |
Contents Preface ix PART I: PERFORMANCE APPRAISAL: WHAT IT’S ALL ABOUT Chapter 1: Performance Appraisals: An Overview 1 Objectives • Benefits and uses • Responsibilities • Criteria • Suggestions for improved performance Chapter 2: Managers as Coaches 11 Coaching characteristics • Spontaneous coaching • Planned coaching Chapter 3: Managers as Counselors 19 Counseling characteristics • Directive counseling • Nondirective counseling PART II: GETTING READY Chapter 4: The Golden Rules of Performance Appraisals 29 This should come as no surprise . . . • Praise and criticism • Documentation Chapter 5: Gathering Information 39 Job descriptions • 360-degree evaluation • Self-appraisals Chapter 6: Preparing to Conduct Appraisals on Former Coworkers 48 Clarify respective roles • Establish expectations • Guidelines for conducting appraisals on former coworkers PART III: THE POWER OF THE PEN Chapter 7: Forms and Ratings 57 How forms are used and misused • Rating terminology • Factors to be evaluated Chapter 8: Writing Guidelines 66 Selecting objective language • Writing dos and don’ts • A seven-step writing format PART IV: THE FACE-TO-FACE MEETING Chapter 9: How to Begin 75 Questions to ask yourself • Create a suitable environment • Put employees at ease Chapter 10: What to Discuss 84 Past performance • Goals • Career development Chapter 11: How to Listen Actively 93 Active listening guidelines • Talking and active listening • Thought speed • The power of silence Chapter 12: How to Act: The Importance of Body Language 101 Effective nonverbal messages • Accurately interpreting body language • Consistency between nonverbal and verbal messages PART V: WHAT TO LOOK OUT FOR Chapter 13: How to Handle Challenging Performance-Appraisal Situations 110 Possible employee reactions to performance reviews • Recommended approaches • Potential outcomes • Disciplinary action Chapter 14: How to Avoid Typical Performance-Appraisal Pitfalls 122 Legal pitfalls • The top-ten performance-appraisal pitfalls • Performance-appraisal syndromes • Trying to remember what to cover PART VI: EVALUATING VARIOUS TYPES OF EMPLOYEES Chapter 15: How to Conduct Appraisals on Different-Performance-Level Employees 133 Average performers • Top performers • Marginal performers Chapter 16: Performance Appraisals for Employees Who Telecommute 142 Performance monitoring • Communication • Performance measurement Appendix A: List of Performance-Appraisal Tips 151 Appendix B: Key Federal Legislation 159 Index 161 |
