Baking & Snack - December 2007 - 34

INDUSTRY INSIGHT

REVAMP
REVIEWS

Without clear purpose and direction, performance appraisals can be one of the most
dreaded tasks facing managers and one of the most stressful encounters for employees.
BY JIM KLINE
bolishing Performance Appraisals" by Tom Coens and
Mary Jenkins speaks to the need
to change appraisal systems; in
fact, to abolish them in many cases. In
their book, they quote from a survey by
the Society for Human Rights, stating that
"more than 90% of appraisal systems are
not successful." By definition, appraisals
were created to assess an employee's performance. Over time, appraisals evolved
to include performance improvement
plans that were defined by management;
this subsequently morphed into defining
developmental opportunities - both of
which have negative connotations.
At times, all of us have probably found
that conducting an appraisal can be akin
to Alice in Wonderland speaking with the
Cheshire Cat -
Alice: "Would you tell me, please, which
way I ought to go from here?"
Cat: "That depends a good deal on where
you want to get to."
Alice: "I don't much care where ..."
Cat: "Then it doesn't matter which way
you go."
However, times are changing. There
is now clear purpose and direction. Employee appraisals measure results against
established objectives. They look at
how one performs the job according to
established criteria - the job description - and they provide the employee

36 / BAKING & SNACK / December 2007

input opportunity into the process.
Importantly, it places the responsibility
for improvement where it belongs, with
the employee - not the company. For
most employees, their intent is to fully
meet or exceed established goals and objectives; at times, however, everyone needs
guidance or even a push, to get there.
Jeff Noel of the Disney Institute, Orlando,
FL, one of the speakers during the Baking
Management track at the recent International Baking Industry Exposition, noted,
"We judge ourselves by our intentions while
others judge us by our actions." The difference between the two - our intentions
(goals) and our actions (results) - is what
performance reviews should be about.
We have the framework - established
objectives, performance criteria and an
appraisal system. The appraisal itself
should be motivational and focus on
the skills and talents of the individual
in support of the company's culture and
objectives. Viewed in this manner, performance appraisals will be meaningful and
positive encounters.
We have the tools; we know the objective.
Now, what does it take to get there? Here are
my Top 10 rules for the model appraisal:
1. Hold it in a private space where the
employee will be comfortable and the
outside world can be put on hold.
2. Conduct it one-on-one, an appraisal is
not the time for an audience.

Have the employee perform a selfappraisal in advance of your meeting, and then compare the two -
discuss the similarities and explore
the differences.
4. Deal with the financial implications at the end of the session or at a
second meeting.
5. Allow ample time. Set aside an
hour; if you finish early, celebrate
your free time.
6. Evaluate performance against established objectives.
7. Seek input from others - their peers,
subordinates, customers.
8. Prepare the appraisal in advance, evaluate performance against previously
established objectives and summarize
the input you obtained from others.
9. When you meet, go through the appraisal and develop new objectives
(including skill enhancement); identifying any needed resources. Be clear:
Responsibility for the plan is the
employee's, not yours.
10. Throughout the year, provide ongoing feedback; don't wait for another
year to pass.
If we are striving to do the best we can,
then performance appraisals should be
welcome. Whether manager or employee,
your objective is the same - positive continuous improvement. The result is that
you both gain in knowledge and insight. Ⅲ

Baking & Snack - December 2007

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