A Manager's Guide to Performance Appraisals

1. A Manager's Guide toPerformance Appraisals September Requirement for all Supervisors, Managers, Directors and Executive Leaders

2. Course Description This 1-hour interactive online course covers the techniques required in employee performance evaluation. From first-day expectations to end- of-year reviews, this course teaches you as a manager the professional way to get the best from your employees each and every day. Through concise explanations of the roles of both manager and employee, you will cover such topics as setting performance expectations; establishing goals, roles, and responsibilities; managing performance; reviewing progress; and determining and managing strengths and weaknesses. Included are helpful templates for “Goal Statements,”“Descriptions and Evaluation of Competencies,” “Self Assessment,” and more.

3. Performance Objectives At the conclusion of this course, you will be able to: • Understand and appreciate the importance of employee performance evaluation • Explain the parameters of evaluation so managers can decipher: What did we want from our employees? Where are we now? How did we do it? • Use the data acquired in the evaluation to plan: Where do we go now? How do we get there? What's our next step? • Develop a working template for quantifying original goals with existing conditions to provide the platform for the "next step" • Use information obtained through evaluation to eliminate negative or destructive patterns and behaviors and approbate positive and profitable ones The primary objective for this course is for the manager to understand and appreciate the importance of performance evaluation as a veritable “toolbox” in its own right; one that contains mapping and charting tools, as well as tools for building and repair and immediate maintenance.

4. Evaluation is not meant to be a method of scorekeeping or check pointing. While there is a little of both in the overall process, the core objective is simple yet complex. Evaluation in itself has many parameters, and each parameter can have parameters of its own and so on, and to beat that drum results in nothing but noise. • The core objective of THIS course is for the manager to look at it just like this: • What did we want? • Where are we now? • How did we do? Once those questions are answered, it is easy to use the data acquired in the evaluation to plan: • Where do we go now? • How do we get there? • What’s our next step?

5. The Next Step An objective of this course is to develop a working template for quantifying original goals with existing conditions to provide the platform for “the next step.” No matter where you are in the process, the template takes these variables and quickly becomes the working model for progress. The template allows for linear or lateral movement, but no return. • This is what happened. • This is what we do with it. • This is how we profit from it. Another objective of this course is to use information obtained through evaluation to eliminate negative or destructive patterns and behaviors and approbate positive and profitable ones. Again, evaluation is the key to producing optimal results.

6. Finally Finally, performance evaluation should be a metaphorical look in the mirror for both the manager and employee. Mirrors don’t lie. By using what we see in that evaluation as honestly as what we see in our own mirrors, we can make sure that we go out into the corporate world looking sharp and prepared. Well managed companies have something in common: a formal approach to managing individuals and business performance. When performance is well managed, business results follow and people are more productive and motivated. This guide is meant to be dynamic; a partnership between the employee and the company. It requires that both parties take active roles in the performance management and appraisal process.