Enhance Your Sales Team's Performance with Our Sales Performance Appraisal for Operations

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[Music] let's take a look at using performance appraisals to drive organization success performance appraisals must offer some compelling benefits for them to successfully have weathered decades of attempts to eliminate them the conventional appraisal procedure serves a vital and irreplaceable function an effective performance system is the primary mechanism that allows organizations to make critically important decisions correctly performance appraisals ensure that every person who works for an organization gets the answers to two vital questions what do you expect of me and how am i doing to meet those expectations a formal annual performance appraisal process ensures at least yearly every employee will have the opportunity to sit down with his or her supervisor and discuss that supervisor's opinion about just how well the individual is performing 77 of hr executives in organizations studied reported that encouraging more frequent conversations like weekly or monthly versus annual reviews is at the top of their performance management priority more frequent coaching lowers the fear factor people may experience during the annual appraisal discussion and goals and priorities change more rapidly than a once a year appraisal can accommodate coaching occurs in two quite different configurations one is calendar-driven coaching the familiar process that occurs when formal performance appraisals or planned intervals during the course of a year spontaneous conversations happen informally without structured planning increasing the frequency and enhancing the quality of these two forms of coaching can have a significant impact on individuals performance a great part of the discomfort associated with performance appraisals results from the belief that a manager's evaluation of performance of a subordinate and specifically the appraisal rating may not be correct to address this some organizations use a process called leveling or calibration which involves scheduling a meeting with a group of managers all of whom supervise employees in reasonably comparable jobs the meeting is held after the managers have drafted their performance appraisals but before they discuss the appraisals with subordinates managers must operate in good faith and agree to some guidelines in determining the appropriateness of the specific rating to be assigned participants will restrict themselves to discussing the quality of individuals performance during the appraisal period against results and behavior leaders must be open to changing the rating of an employee when the information provided indicates that a change is appropriate decisions will be made by consensus and not by voting meaning that all voices and perspectives must be heard the decision is one that most feel comfortable with and all can live with and support all participants must maintain confidentiality and not disclose comments made about individuals whose performance is reviewed in a performance calibration session leaders must take responsibility and ownership of performance appraisal ratings and not say things like i had you rated higher but the calibration group forced me to lower your rating the mission of these meetings is to ensure that all performance appraisal ratings are based on an individual's actual performance regardless of what department the person works or who his or her boss is given the importance of performance appraisals on business decisions companies are implementing calibration procedures to ensure accuracy and level the playing field you