2) Identify performance measures. Effective appraisals allow the manager to evaluate an employee's job ability objectively by using standard measurements. These can reduce the amount of time and personal stress involved in completing the evaluation form. It may take considerable time to devise these measurements in the first place, but it is time well spent. 3) Set guidelines for feedback, so that all supervisors and managers offer consistent performance reviews. They should know the kind of feedback to offer, how to give it and in what manner to receive input back from the employee. Feedback also needs to be balanced; employees gain self-esteem by hearing about their strengths and learn and grow by recognizing their challenges.

4) Create disciplinary and termination procedures. Sometimes, even following a thorough appraisal and discussion of strengths and weaknesses, a worker will not make any necessary improvements. It is thus necessary for the manager to have a clearly written disciplinary and termination plan that outline actions to be taken when performance deteriorates. These include in order: a verbal warning, written warning, and termination in unresolved situations. 5) Set an evaluation schedule of when the appraisals are conducted and how long the employee has to respond.

Jessie joined the Jacob's t-shirt...

His responsibility is responding to requests from potential customers who want to order t-shirts for their employee functions. This will be his first formal review. He received a short informal appraisal after he was with Jacob's for three months, in order to confirm that he would remain an employee and start receiving benefits. This half-hour review measures several areas in which he is to demonstrate and build his skills. These include oral communication ability, response time and thoroughness to customer requests, understanding of product line and team participation. The manager writes open-ended responses regarding strong areas and those that require improvement and why. Feedback is provided from the supervisor, members of the sales team and customers who have been interviewed randomly about service provided.
Jessie has a week to read over the evaluation and provide his input on what has been said. At that time, the two will also discuss future career growth, the timing of the next evaluation, and what specific goals are being changed or added to Jessie's work.

References

Capko, Judy. (2003) 5 steps to a performance evaluation system: keep your staff productive and motivated by conducting regular performance evaluations. Family Practice Management…