Preparing For The Meeting

• Start Easy. Begin with your easiest appraisals-your best employees.
• No Major Surprises. Good supervisors provide ongoing feedback throughout the year. This isn't the time to discuss significant problems or institute new corrective action.
• Focus on Just a Couple of Issues. Ask: What are the most important things that would improve this employee's performance? Identify a few key actions on which to concentrate.
• Example:
  • 2 areas of strength you wish to continue. Reinforce them. Don't forget to discuss what the employee is doing well.
  • 2 areas that need immediate improvement or are good but could be better.
  • 1 area for future development.
• Employee Input. Review the employee's self-appraisal (if you utilize self-appraisals). Review past conversations you've had with the employee.
• Review Past Appraisals and Documents. Review past appraisals and any goals that were set. Review any notes you 've kept on employee performance and any disciplinary actions taken.
• Potential Concerns. Identify concerns or problems.
• Setting. The setting should be private, uninterrupted, and without pressing time constraints. How and where you conduct the appraisal communicates to employees how much you value (or don't value) the appraisal process.
• Additional Manager. Have another party (HR or another manager) present if you anticipate serious employee misperceptions, disagreements, or if you are dealing with a poorly performing employee.