12:10 pm, July 12, 2014

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  • Performance appraisals seem effective if clearly defined objectives and goals
    Honest Broker
    Having been on both sides of the appraisal process, the one thing that bugged me the most was obscure goals and objectives. I remember one supervisor that liked obscurity, so he could play favorites and not have to defend his statements. At the time they were pushing females into promotions, so it allowed him to be politically correct and not promote the best performer. On the other hand as the supervisor, I was once chastised for being too descript on the employee's goals and objectives. I was pleasantly surprised when a survey of the employees found that they preferred my appraisals even if they were negative because I always laid out a plan for improvement and metrics they would be graded by. While serving in the military, I attended one of the officer leadership courses and they emphasized we tend to dwell on one negative event rather than the persons overall performance. They recommended keep a diary for each person and list in two columns their good or bad performance along with the reasons. The individual was allowed to look at their diary entries at any time and input their rebuttals. With electronic copies and encryption, a supervisor can keep this diary available on the network for the employees plus makes it easy to do their appraisals at the end of the year. The command currently does it through PDF files, but it still needs the supervisor to be definitive and clear. Unfortunately, I see too many that do not want to take the time or just want it obscure so they can play fast and loose with the employees.
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