What would you do?
Doug began the performance appraisal by complimenting Alex on his outstanding client management skills. "Our best clients are singing your praises," he said. Then Doug gave Alex some positive feedback on his ability to stay within budget and meet deadlines. "You've really hit the right notes on these aspects of your job," he said to Alex. Alex grinned. Seeing Alex's response reassured Doug that he could comfortably move on to a more problematic area—the poor execution of his monthly reports. Doug explained that the reports were important documents used by other people in the company. Alex was surprised. He said if he had known how important they were, he would have spent more time on them. As the meeting ended, Doug sensed that Alex seemed to feel unfairly criticized. Doug wondered why and what he should do differently.
What would you do?
In preparation for the performance appraisal meeting, Doug might have considered why there was a problem with Alex's monthly reports and how he might have contributed to the problem. Had he provided Alex with clear direction and set appropriate expectations? When the meeting took place, Doug might have offered to help Alex on his next batch of monthly reports to show him how they could be improved. Finally, as the meeting drew to a close, Doug might have asked Alex for his suggestions on ways to do things differently in the future.
In this topic, you'll learn how to prepare for the appraisal process, give positive and negative feedback, track goals and progress, and help people develop their own career goals.
Doug began the performance appraisal by complimenting Alex on his outstanding client management skills. "Our best clients are singing your praises," he said. Then Doug gave Alex some positive feedback on his ability to stay within budget and meet deadlines. "You've really hit the right notes on these aspects of your job," he said to Alex. Alex grinned. Seeing Alex's response reassured Doug that he could comfortably move on to a more problematic area—the poor execution of his monthly reports. Doug explained that the reports were important documents used by other people in the company. Alex was surprised. He said if he had known how important they were, he would have spent more time on them. As the meeting ended, Doug sensed that Alex seemed to feel unfairly criticized. Doug wondered why and what he should do differently.
What would you do?
In preparation for the performance appraisal meeting, Doug might have considered why there was a problem with Alex's monthly reports and how he might have contributed to the problem. Had he provided Alex with clear direction and set appropriate expectations? When the meeting took place, Doug might have offered to help Alex on his next batch of monthly reports to show him how they could be improved. Finally, as the meeting drew to a close, Doug might have asked Alex for his suggestions on ways to do things differently in the future.
In this topic, you'll learn how to prepare for the appraisal process, give positive and negative feedback, track goals and progress, and help people develop their own career goals.
One of your most sensitive duties as a manager is conducting performance appraisals. How do you balance constructive criticism with praise and help your direct reports develop?
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