Many managers, team leaders and supervisors I work with seem to have a real knack for making their performance appraisal meetings suck. They don't mean to do this (well most don't) but they often tell me they just can't make these meetings work. When I ask them to talk me through how they prepare for the meeting a number of issues consistently arise. A performance appraisal carried out for professional and administrative personnel and a confidential employee performance appraisal contains the names and job titles of employees and the department for which they work. It also states the names of the appraisers and their job titles. Performance appraisal sheets are normally divided into three main topics that are, evaluation or job performance area, ratings, and comments. The evaluation area comprises of various factors. These factors include job knowledge, professional competence, and managerial ability. Apart from these, productivity, quality of work, problem solving ability, communication, and initiative are also areas that need evaluation. Factors such as attitude and cooperation, personal leadership, adaptability, and self-improvement also cannot be ignored while evaluation. Performance appraisals aim at building and maintaining a satisfactory level of performance. They also aim at contributing to employee growth and improvement through training and management development programs. One of its purposes is to help the superiors have a good understanding about their subordinates. If you approach human resources, it's better to ask for clarification rather than launch a full scale accusatory rant about your manager. If HR sees you as reasonable in approach, they are more likely to consider your concerns. It is good to remember that many human resource professionals are committed to the welfare of employees, but that their prime role is to serve the overall good of the company, and they are bound by formal and informal policies and procedures, and internal politics. Also, since they aren't as close to you and your performance as a manager or supervisor, they will tend to be hesitant to intervene too directly.
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