You would worry about an employee with average ability who started
with your company as a mail delivery clerk, performed well, and 30
years later retired from the same position. That is an extreme example of an employee who was never developed. Some development occurs naturally as employees learn on the job and prepare to be promoted to higher positions. But most development has nothing to do with promotions or raises. Most development is in the area of professional growth. Today companies have trimmed layers of management, so opportunities for advancement up a career ladder are few and usually years apart. New-millennium employees have learned to look for movement in their careers through developmental moves. They value learning new technical or tactical
skills, they make more lateral moves or job rotations to broaden their
experience, and they have higher expectations that an employer will train them and invest in them.
Two tools for improving people’s skills are the performance appraisal
and the development plan. Both will improve an employee’s abilities to
meet goals and improve organizational performance. More important,
Copyright © 2004 by The McGraw-Hill Companies, Inc. Click here for terms of employees will feel gratified, valued, and more loyal when these two processes are conducted. If you want to develop high-performing employees, conducting life-changing performance appraisals is a must. Second only to the performance appraisal is the development plan that every employee should have. Motivation and goal setting take care of getting tasks done today or this quarter. Performance appraisals and development plans build stellar performance that lasts and improves each year. The benefits of these two initiatives are of enduring value and well worth the extra
time that a manager invests; payback from these efforts is realized year after year.
THE PERFORMANCE APPRAISAL
The performance appraisal takes the goals created with the employee
and evaluates how the employee is performing relative to those goals. Just like the goal-setting session, the performance appraisal is a joint effort between the employer and the employee. Start with the assumption that the employee wants to perform well. If the employee has not met her or his goals, work with her or him as a partner to solve the problem. Evaluate the reasons why the employee is not as successful as he or she would wish to be (and as you would wish him or her to be). Performance appraisals, handled correctly, can come to be regarded by employees as an investment in their professional development and careers.
Unfortunately, many managers are not skilled in conducting performance appraisals, so many employees regard these sessions as threatening. Surveys show that managers dread conducting a performance appraisal even more than they dread having their own performance appraised. (This should make employees feel more relaxed, knowing the boss is more nervous than they are!) Managers may feel uncomfortable delivering information about goals that have not been met. They may fear confrontation or an unpredictable employee response. And many managers know that they have not prepared consistently throughout the quarter or the year to deliver a meaningful and constructive performance appraisal. That’s a lot of negativity for a manager to carry into any employee meeting; little wonder these meetings can get emotional at times.
10.Taken From: 201 Ways to Turn Any Employee Into a STAR Performer
1:24 pm on January 10th, 2009
nice article…
I wait for to the …Stellar Long-Term Performance:(2)
http://standarpenilaian.blogspot.com/
11:45 am on March 7th, 2009
[...] Sharing responsibility for change is a process whereby those at the top and those at lower levels 1are jointly involved in identifying problems and/ or developing solutions. Virtually continual interaction takes place between top and bottom levels. The shared responsibility or participative approach can be addressed in several ways: (1) Top management defines the problem and uses staff groups or consultants to gather information and develop solutions. These identified solutions are then communicated to lower-level groups in order to obtain reactions. The feedback from the lower levels is then used to modify the solution, and the communication process starts again. The assumption underlying this approach is that although involving others in the definition of the problem or its solution may be impractical, the solution can be improved and commitment obtained by involving lower levels. (2) Top management defines the problem but seeks involvement from lower levels by appointing task forces to develop solutions. The task forces provide recommendations to top management, where the final decision is made. These task forces are composed of people who will be affected by the change and have some level of expertise in the areas that will be affected by the proposed change. The assumption here is that those who have the expertise to solve the problems are those groups that are closer to the situation. Also, the group’s commitment to the change may be made deeper by this involvement. (3) Task forces composed of people from all levels are formed to collect information about problems in the organization and to develop solutions. The underlying assumptions in this approach are that people at the top, middle, and lower levels are needed to develop quality solutions and that commitment must build at about the same rate at all levels. These approaches emphasizing shared responsibility usually take longer to implement but result in more commitment from all levels of the organization and more successful integration of the change into the work processes. [...]