Transitioning from the Appraisal Model

Function

What todo Instead

• Use a broad-based team to design alternatives based on healthy assumptions.

• Separate the functions (pay, feedback, development, etc.); clarify the aim and design to accomplish that one specific purpose.

• Educate everyone in the organization about the need for and direction of intended change.

• Foster a compelling shared sense of purpose and direction for the future.

• Create a work climate that trusts and respects people as responsible adults.

• Train everyone to understand and apply system and process improvement methods.

• Encourage everyone to take responsibility for getting coaching assistance that will best serve their individual needs and the particular situation.

• Provide employees and supervisors with training and elective tools that facilitate alignment, improvement, goal setting, and development.

• Use appraisal format as a coaching tool only if it is the most appropriate counseling tool for the particular employee and situation.

• Enlighten everyone on the value of feedback, information, and communication in improving the performance of individuals and the organization.

• Train everyone in the organization to be effective receivers of feedback.

• Foster a work culture where feedback is integrated into the day-to-day work.

• Make available to all supervisors and employees elective feedback tools and formats.

• Educate everyone on the realities of human motivation and the intended and unintended effects associated with compensation systems.

• Adopt profit- or gain-sharing practices that benefit everyone when the overall organization is successful.

• Foster pay practices that allow increases based on market adjustment, longevity, and maturity progressions, attainment of specific skills, reclassification, and cost of living.

• Consider systems that can provide special increases or lump sums for those very rare individuals who truly stand out as exceptional performers.

• Create a compensation system that is easily understood and clearly distinguishes market, cost of living, merit, and longevity.

• Create open promotion and career advancement systems that clearly articulate both the objective and subjective criteria.

• Conduct just-in-time reference checks and use state-of-the-art interview techniques to fairly, accurately assess candidates’ potential for positions sought.

• Use panels of people to screen promotion applicants and to evaluate eligibility for advancement.

• Encourage and train people to be responsible for their own development and professional growth.

• Provide access to professional development assessment and counseling tools, career counseling, and funding for training and education.

• Mandate career planning and development only where there is a critical need.

• Educate all supervisors on the origins of poor performance, the importance of good fit, and ways to work with people in need of special help.

• Conduct appraisal only where legally required or prudently necessary (e.g., employees ending probationary status).

• Train supervisors on the array of ways to document unacceptable performance.

• Establish formal counseling and corrective action systems for poor performers.