PMS - CLOSURE
Advanced Performance
Management
• FEEDBACK
• CHECK-IN PROCESS
• APPRAISAL INTERVIEW
Rater Errors that should be
avoided
Halo
Effect Bias
Central
Unclear
Tendency
Standards
Leniency/
Recency Strictness
Effect
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• HALO EFFECT
Raters may get influenced by their general impression of
a person or their positive impression about a specific
performance factor & this affects their rating on the other
factors(Horn Effect)
• STEREOTYPING
Raters may rate an individual based on their perception
about the group to which he/she may belong
• CENTRAL TENDENCY
The tendency to rate all employees uniformly as
AVERAGE
• RECENCY EFFECT
Raters get influenced by what an employee has done
recently in assessing performance for the whole year
• LENIENCY /STRICTNESS - rating all employees HIGH or
LOW
Appraisal Problems
Dealing with Rating errors
Unclear standards
Example of a Graphic Rating Scale with Unclear Standards
EXCELLENT GOOD FAIR POOR
Quantity of work
Quality of work
Creativity
Intergrity
What is meant by ‘good’ quality of work ?
Rater Errors
HANDLING RATING ERRORS & RATING
PROBLEMS
• Unclear Standards - different supervisors may
define good performance & poor performance
differently . One solution to this is to use descriptive
phrases to define ‘good’ & ‘ below expectations’
Eg Performance Trait (WRITTEN COMMUNICATION)
Good “Independently prepares communication in a
timely ,clear manner ; needs very few ,if any,
corrections
Below Expectations Even with guidance fails to
prepare clear & timely records & paperwork
Guidelines for Effective Appraisals
• Know the problems
• Use the right tool
• Keep a diary
• Get agreement on a plan
• Ensure fairness
• Appraisals and the law ( PSUs)
How to Conduct the
Appraisal Interview
• Prepare
• Plan
• Coach
• Be objective
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How to Conduct the
Appraisal Interview
• Types of appraisal
interviews
• How to conduct the
appraisal interview
o Objective data
o Don’t get personal
o Encouragement
o Agreement
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Managing the Appraisal
Interview
• Handling a defensive
subordinate
• Giving a strong message to a
subordinate
• The formal written warning
• Realistic appraisals are an
integralCopyright
part of the talent
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Handling a Defensive Subordinate
• Recognize that defensive behaviour is normal
• Do not attack a person’s defences eg The reason you
are giving this excuse is that you cannot accept your
mistake .Instead ,concentrate on facts & data ( sales are
down by 10%)
• Give time if needed ; a more rational reaction may come
• Recognize your limitations as a supervisor eg a private
sector bank takes the help of trained social workers for
counselling sessions with their employees
Giving a Strong Message to a Subordinate
• Periodic feedback rather than a once a year
communication
• Examples of critical incidents & specific suggestions
• Data based objective feedback ,free of personal bias
The Written Warning (especially Govt/PSUs )
• Communication of Performance Standards
• Communication of deficiencies as per standards/ objectives
• Opportunity for improvement
Sometimes action taken based on written warning such as
termination of service etc can take a legal turn. Hence , care
should be taken to ensure that such action can stand the test of
legal scrutiny ,especially in the Govt/PSU sectors
( easier during ‘probation’ )
Three Types of Appraisal Interview
• Tell and sell
Persuade to change appraisee’s behaviour
• Tell and listen
Share positive and negative feedback with appraisee &
allow
appraisee to speak
• Problem Solving
Data based, focus on problem solving & employee growth
&
development
Checklist for Performance
Review
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GIVING FEEDBACK
Intended to help the recipient
Based on a foundation of trust
between the giver and receiver
Descriptive rather than evaluative
Specific rather than general
MOTIVATIONAL FEEDBACK :
SPECIFIC ACTIONS, NOT
GENERAL LABELS
• Behavior Recognition & Encouragement:
–Your calm, courteous manner helped that unhappy
customer
–The way you assigned tasks was clear and fair
–Your submitting the report early helped avoid problems
with follow-up
•Versus general labels:
–You are so smart
–You are so tactful
–You are a good leader.
The key is to focus on
behavior, rather than the
person
Positive rather than
negative comments: The
Golden “Losada Ratio”
3:1
In high-performing teams,
there exists a minimum ratio
of 3 positive expressions to
every negative expression.
Fredrickson, B.L. & Losada, M.F. (2005). Positive affect and the complex dynamics of
human flourishing. American Psychologist, 60(7), 678-686.
RECEIVING FEEDBACK
••First, simply listen and be present, instead of
thinking about your response.
•Respond by paraphrasing the essence of what
you heard, BEFORE you ask the person if it is okay
to respond.
•If you ask for more information, first express
your own needs and feelings. For example, you
might say, "I am feeling confused by your
statement. Can you tell me more about what
happened".
