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Casual Articles - Performance Appraisal Scenarios: Improve Your Communication
The role of underground movements in modern organisations Forget about empowerment. Forget leadership training. Forget coaching skills. The way to make a difference to your company is th
If the employee presses to know the salary or promotion implications of the appraisal: “I know how important this next raise (or promotion) is to you, Patsy, but this is something I won’t decide until after we complete this assessmen
One of the important characteristics the warrior had to posses according to Sun Tzu was the ability to be deceptive. Not many troop commanders realized and viewed the war from this angle. Not many viewed
If the employee dwells on one aspect of the self-appraisal you might say: “I can see that these reports presented you with some real challenges. (Summarize what the employee has been saying.) Let’s go on now to...” “Let’s write down this problem so we can talk about its solution later. But now, let’s go on to ...” “I’m glad you enjoyed working on ABC, Sue. How did DEF go?”
PERFORMANCE APPRAISAL SCENARIOS: If employee “passes the buck”: “You feel that Richard was really responsible for this problem, Bob, but was there anything you could have done to work around the problem?” “I know how hard it is to control work when so many factors are involved. What can you do in the future that will ensure that this won’t happen again?”
If the employee presses to know the salary or promotion implications of the appraisal: “I know how important this next raise (or promotion) is to you, Patsy, but this is something I won’t decide until after we complete this assessment
What so good about corporate award and gift? Everybody knows achievement gives a person a sense of pride and accomplishment. What might not be as well understood is that it's the recognition tha
If the employee dwells on one aspect of the self-appraisal you might say: “I can see that these reports presented you with some real challenges. (Summarize what the employee has been saying.) Let’s go on now to...” “Let’s write down this problem so we can talk about its solution later. But now, let’s go on to ...” “I’m glad you enjoyed working on ABC, Sue. How did DEF go?”
PERFORMANCE APPRAISAL SCENARIOS: If employee “passes the buck”: “You feel that Richard was really responsible for this problem, Bob, but was there anything you could have done to work around the problem?” “I know how hard it is to control work when so many factors are involved. What can you do in the future that will ensure that this won’t happen again?”
If the employee presses to know the salary or promotion implications of the appraisal: “I know how important this next raise (or promotion) is to you, Patsy, but this is something I won’t decide until after we complete this assessmen
An accurate and meaningful parallel can be drawn between forklift prices and automobile prices. The variations in forklift pricing depend on several factors, such as manufacturing brand, technology, and o
PERFORMANCE APPRAISAL SCENARIOS: If employee “passes the buck”: “You feel that Richard was really responsible for this problem, Bob, but was there anything you could have done to work around the problem?” “I know how hard it is to control work when so many factors are involved. What can you do in the future that will ensure that this won’t happen again?”
If the employee presses to know the salary or promotion implications of the appraisal: “I know how important this next raise (or promotion) is to you, Patsy, but this is something I won’t decide until after we complete this assessmen
I believe that most organizations are miserable places to work. They are Corporate Cubeworlds. And no one is to blame. Companies have inherited their corporate culture from the Industrial Age and it just
PERFORMANCE APPRAISAL SCENARIOS: If employee “passes the buck”: “You feel that Richard was really responsible for this problem, Bob, but was there anything you could have done to work around the problem?” “I know how hard it is to control work when so many factors are involved. What can you do in the future that will ensure that this won’t happen again?”
If the employee presses to know the salary or promotion implications of the appraisal: “I know how important this next raise (or promotion) is to you, Patsy, but this is something I won’t decide until after we complete this assessmen
I am particularly interested in what separates the top 1% of business professionals, income-earners and producers from the other 99%. My job, as your coach, is to bring the distinctions I make to your at
If the employee presses to know the salary or promotion implications of the appraisal: “I know how important this next raise (or promotion) is to you, Patsy, but this is something I won’t decide until after we complete this assessment. Right now let’s concentrate on what you’ve accomplished and what your plan should be for the next period.”
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