Its that time again! Perhaps the most dreaded management practice is the annual performance review. Whenever the subject comes up, out comes the groans from both managers and staff no matter what industry or type of company. Many say appraisals are like having a root canal only more painful. It shouldnt be.

The following checklist is designed to guide managers and supervisors in preparing, conducting and following through on employee performance appraisal discussions.

The Preparation:

• Give employee advance notice so that he /she can prepare for the discussion.
• Review mutually understood expectations with respect to job duties and standards.
• Observe job performance measured against these mutually understood expectations.
• Take notes and keep records so you dont rely on memory.
• Avoid paying attention to some aspects of the job at the expense of other.
• Review the employees background including, skills, work experience, and training.
• Focus on performance areas that are the most important.
• Prepare a potential development which can include training and special projects.
• Identified areas for concentration in setting goals for the next appraisal period. Set aside adequate block of uninterrupted time to permit a full and complete discussion.

The Discussion:

• Begin the discussion by creating a sincere, open and friendly atmosphere.
• Review the purpose of the discussion - mutual problem solving and goal setting.
• Explain the agenda for the meeting. Ask employee to review his or her performance for the past year.
• Keep the focus on job performance and related factors not personality.
• Discuss job requirements, employee strengths, accomplishments, and improvement needs.
• Evaluate performance against objective set during previous reviews and discussions.
• Be prepared to cite observations for each point discussed.
• Reach agreement on appropriate goals, development plans and timetables.
• Summarize what has been discussed and end on a positive note.

The Follow-Up:

• Immediately after record the plans made and points requiring follow-up.
• Provide a copy for the employee.
• Evaluate your own performance. What I did well? Could have done better? Learned about the employee? Learned about myself?

Marcia Zidle

Marcia Zidle, M.S. N.C.C., the ?people smarts? coach, works with business, government and community leaders to quickly solve their people management headaches so they can concentrate on their #1 job ? to grow and increase profits. Her services include:

• What Really Works Handbooks ? resources for managers and supervisors on the front line
• Power-by-the-Hour Programs ? fast, convenient, real life, affordable courses for leadership and staff development
• Your Strategic Partner ? support to leaders who are in positions of high expectations, high visibility and high payoff.

Marcia is founder of Leadership Hooks, a business coaching company, which helps executive teams, operations managers, business owners and agency directors to move their organizations from seat-of-the-pants to feet-on-the-ground leadership.

She brings over 20 years experience from a wide variety of workplace settings, countries, and industries including: health care, financial services, professional practices, automotive and light manufacturing, energy, pharmaceuticals, telecommunications, event management, education, non-profits, local and state government.

Finally, Marcia's ?claim to fame? is experiencing expatriate living with her family in Scandinavia and Australia. She has traveled in over 30 countries throughout Europe, the Middle East, Far East, and South Pacific. She welcomes invitations to speak internationally so that she can add to her growing list of interesting places to explore.