I Hate appraisals!

The days have passed so quickly and we find ourselves mid-year already, with all its corporate hassle.  For HR, depending on the corporation, it is time for the mid-year appraisals, and even if not, it is advisable to stop and check what objectives we have pulled out together, and which seem to have been forgotten. 

First, let me clarify one thing; an HR professional I am, and I dare admit: I HATE APPRAISALS!  I cannot possibly imagine someone loving it… especially when it comes to “poor performance”.  How can it be nice or easy to tell someone that he messed it up or that he does not seem to be really hard worker or clever or friendly??? Or that his mistakes make you so nervous you feel you are going to blow up… or even worse, that you sometimes feel you want to fire him because you are not sure if there is any hope.  It is even more difficult, if it is not related to performance and objectives, but when the ethics are the issue.  This is really sensitive, critical and not to be compromised, I believe.

I say that, even though I gratefully remember, that in my 360 degree feedback, my team rated me high in “giving clear and fair feedback”, which was a pleasant surprise for me.  Again, however, it is never easy. 

Having a good performance management system is key to help you give feedback.  Without it, it would be like throwing stones anywhere and you might get into an endless debate. 

Here are some of my tips and tricks to do it well.  May be some of them would be helpful:

-          I have devised what I call the “HR Calendar” in which I distribute the objectives on the months of the year, indicating the owner of the project.  I have a monthly meeting with the team, where they explain where they are and the progress of their objectives.  It is a very simple process, I even color code it sometimes to make it look nice, but it helps monitor things and avoid forgetting items or leaving them to the end.

-          I back myself with a belief that is very important to me before going into a difficult appraisal.  Whether the employee likes it or not, it is more unfair to keep them in the dark and then at one point when you and the organization can take it no more, you will be forced to fire this person.  It is more fair, though more difficult, to keep them aware or at least informed of your and the company’s opinion when it comes to their performance.  And then, it would be up to them to take it in, deny it or work on it.  Of course as a manager you have a role but sometimes, it does not work.  The least you can do is to keep them informed.  It might be devastating and shocking if they have no idea and live in self-delusion of being perfect.  The longer they are in this state, the more difficult it is for everyone. 

I am speaking out of experience.  At one instance, there was this person that I had to terminate who was continuously failing in every project along the years, but who actually believed he was excellent.  His manager could not tell him and I decided to do the job.  Believe me I was scared! I was scared he would become physically sick or even do something to himself!

-          Keep your objectives – in general, but even more with low performers- as accurate and specific as possible with figures and timings and resources outlined.  Otherwise, a little piece of info missed can lead you both no-where.  It is only fair for both of you to make things as clear as possible.

-          Document everything as much as you can.. to be fair.  We are all busy and we become forgetful, especially with age J

-          Finally, enjoy the high performers, the value-demonstrating members in your team.  They are fun to appraise. It is joyful - as no other thing- to help others grow.  It is gratifying to guide them.. Empower them... Enthuse them…Engage them... and Enlighten their lives…