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Perfecting Performance Appraisals

Denise Rondini September 20, 2012

Annual employee reviews often strike fear in the hearts of employees and managers alike. Putting a process in place can make them less painful for all concerned.

By Denise L. Rondini, Executive Editor

drondini@randallreilly.com

Performance appraisals often are viewed as necessary evils in many truck dealerships. However, according to Taking The Pain Out Of Performance Appraisals, a white paper from KPA, “Done right, as part of a comprehensive process known as performance management, employee appraisals can be a powerful tool for building and improving your bottom line.”

However, KPA is quick to add that a good performance management system does not just happen. It needs to be planned and executed on an ongoing basis.

When used properly, performance evaluations can motivate employees, recognize and compensate top performers, reduce employee turnover and attrition, and help you protect yourself legally, according to The Secrets To Effective No-Hassle Performance Reviews, a white paper from SuccessFactors.

The basis for the system is the job description that is used to establish the benchmarks for your employee evaluations. According to KPA, it should outline the position’s responsibilities, the necessary competencies and explain how tasks are going to be completed.

 A mistake many dealers make is to meet with employees only once a year to review their performance. Meetings should be held at least quarterly, according to KPA. “These meetings give managers the opportunity to discuss what is working, what needs to be improved and what needs to be changed,” the white paper says. Feedback needs to be specific and include examples and concrete suggestions for improvement.

To help ensures that all performance reviews are done in a consistent manner, you should develop a standard form. Make sure the form is tailored to the needs of your business. KPA suggests using a form with two sections — one for performance goals and one for competencies. “Then further subdivide competencies into a handful of general attributes applied companywide (communication skills, work habits, etc.) and those specific to [each] job.”

 Keep the forms simple and make sure the goals and competencies are specific, measurable, attainable, realistic and timely.

 You can do something as simple as using a three- to five-point rating system and then allowing room for comments and details on the form.

You also may want to consider asking employees to complete a self-evaluation that they then submit to their manager a few days prior to the review. “This reinforces the process as collaborative, including employee investment,” KPA says in the white paper.

Additionally, you may ask the employee’s peers, other mangers or subordinates to evaluate the employee as part of the annual review process. “Known as a 360-degree evaluation, it will provide additional insight into how the person interacts and is perceived by others,” KPA says.

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