THE COMPLETE IDIOT'S GUIDE TO PERFORMANCE APPRAISALS
by Adele Margrave and Robert Gorden. Alpha Books/Macmillan, 2001
FORWARD (pxv-xi)

INTRODUCTION --- a performance appraisal well done can be a win-win proposition! (pxvii)

    Certainly the confrontational aspect of doing a performance evaluation can be off-putting. However, since most supervisors rarely, if ever, have had the experience of giving or receiving a constructive, productive, and motivational performance appraisal, it is worth the time and effort to do your homework to get it right!

      (1) The real purpose of a performance appraisal or evaluation is to help the subordinate employee being appraised to do better, accomplish more, and get motivated to work toward making your organization more successful.

      (2) It also can be used to acknowledge a job well done, a way of showing that you actually notice and appreciate the personal commitments many of your employees make.

      (3) You can also use a performance review to help a poorly performing employee "see" what it would take to succeed, and try to find out what that employee needs to improve!

    Then why do so many managers use an appraisal as a way to exert their power and control to keep their subordinates "in their place?"

    What those "incompetent" managers miss is that when they put their subordinates down by criticism, they hurt productivity for a short or even a long time. The days of a coach (supervisor) "beating" a good performance out of a team (subordinate employees) are over!

    A well-written performance appraisal can jump-start a so-so employee, and increase the loyalty and excellence of your all-star performers. The appraisal documents --- and the way they are delivered --- are uniquely powerful!

    But, it does not happen magically. It takes thoughtful preparation and advance planning. It also takes warmth, honesty, and sincerity!

    This book can show you how to turn your most dreaded management task into your most effective motivational business practice.

    [1] HOW TO USE THIS BOOK --- from both the supervisor's and the subordinate employee's perspectives (pxiii)

      (1) Part 1 --- Love 'Em or Hate 'Em, (Almost) Everybody Needs 'Em --- explains what performance appraisals are or should be, who is involved, and how you know if you need them. The legal aspects of proper appraisals are explained and how to stay out of court. Advantages of feedback. Choose your philosophy and style of appraisals.

      (2)Part 2 --- Let's Start At the Very Beginning --- goes into who should be involved in creating your organization's appraisal system. Homework necessary to complete before you undertake appraisals including writing job descriptions! How you can do a performance appraisal with or without a form. How to focus on what is most important: namely, motivation and improvement! How to introduce a new appraisal program to your staff.

      (3) Part 3 --- What's My Line: What to Say and How to Say It --- takes the manager into the actual appraisal meeting. How to take care of yourself and your environment. What not to do during the appraisal meeting. How to handle or gracefully exit a potentially dangerous appraisal situation. How to navigate the period of time after an evaluation.

      (4) Part 4 --- When it is your turn to receive --- examines the subordinate employee's perspective. How to be equally or more prepared than your supervisor (boss). How to handle a classic appraisal meeting. How to handle an appraisal with a difficult supervisor (boss). What recourse you can take if the appraisal meeting goes badly.

      (5) Part 5 --- Building a New Performance Appraisal Plan --- walks you through the construction of a formal performance appraisal system for your organization, including style, timing, and how to roll out a new program so that employees will buy into it. Sophisticated kinds of appraisal systems, such as performance management and 360-degree feedback!

      (6) Part 6 --- Measurement Matters: Types of Appraisals --- describes the pros and cons of the different styles of appraisal forms --- from the most basic "fill-in-the-blank" type to the most complex format. Advice on how to choose what is right for your organization, including a sample of completed forms to illustrate various styles of employment performance appraisal.

    [2] EXTRAS (pxix)

    [3] ACKNOWLEDGMENTS (pxx)

    [4] SPECIAL THANKS TO THE TECHNICAL REVIEWER (pxx)

        Betty Becker, Sacramento Senior Professional in Human Resources Management reviewed and double-checked the accuracy of the information in this book.

    [5] TRADEMARKS (pxx)

        All trademarks have been appropriately capitalized.

PART 1 --- LOVE 'EM OR HATE 'EM, (ALMOST) EVERYBODY NEEDS 'EM --- (p1-46)

    1) Report cards for the working class (p3-10)

      [1] In this chapter --- What performance appraisals are and how can you tell if you need to be involved! (p3)

      [2] The least YOU need to know! (p10)

    2) To appraise or not? (p11-22)

      [1] In this chapter --- The legal reasons that appraisals are a good idea for your organization! (p11)

      [2] The least YOU need to know! (p22)

    3) Everybody needs a little feedback (p23-34)

      [1] In this chapter --- The good, the bad, and the potentially ugly things about feedback! (p23)

      [2] The least YOU need to know! (p34)

    4) What's your style? (p35-46)

      [1] In this chapter --- Identify your management style, because it will be reflected in your performance appraisals! (p35)

      [2] The least YOU need to know! (p46)

PART 2 --- LET'S START AT THE BEGINNING (p47-59)

    5) Casting call: what's my role? (p49-59)

      [1] In this chapter --- How to decide who should design a performance appraisal system(p49)

      [2] The least YOU need to know! (p59)

    6) First things first (p61)

      [1] In this chapter --- How having well-written job descriptions is more than half the battle! (p61)

      [2] The least YOU need to know! (p69)

    7) Everything you need to know you learned in grade school! (p71-80)

      [1] In this chapter --- What it takes to get most of the people to buy into your appraisal system most of the time(p71)

      2] The least YOU need to know! (p80)

    8) The casual approach: can we talk? (p81-89)

      [1] In this chapter --- How to conduct an "informal" performance appraisal (p81)

      2] The least YOU need to know! (p89)

    9) Formalities: My form or yours? (p91-100)

      [1] In this chapter --- How to handle the printed forms effectively (p91)

      2] The least YOU need to know! (p100)

PART 3 --- WHAT'S MY LINE: WHAT TO SAY AND HOW TO SAY IT --- (p101-152)

    10) Prepare and practice (p103-111)

      [1] In this chapter --- Steps to prepare you and your space for an effective and well-received performance appraisal meeting (p103)

      2] The least YOU need to know! (p111)

    11) Script or ad-lib? (p113-122)

      [1] In this chapter How to deliver the appraisal message and give motivational feedback without turning off the employee you are appraising! (p113)

      2] The least YOU need to know! (p122)

    12) Dialogue is a two-way street (p123-131)

      [1] In this chapter --- To make this a real conversation, you need to bring employees out and get them to focus on performance, not money! (p123)

      [2] The least YOU need to know! (p131)

    13) Potential problems and difficult situations (p133-143)

      [1] In this chapter --- Ways to anticipate and deal with potential trouble during a performance appraisal meeting (p133)

      2] The least YOU need to know! (p143)

    14) Aftershocks (p145-152)

      [1] In this chapter --- How to keep employees interested after the appraisal --- or win them back, if necessary! (p145)

      2] The least YOU need to know! (p152)

PART 4 --- WHEN IT'S YOUR TURN TO RECEIVE (p153-182)

    15) The importance of being prepared (p155-163)

      [1] In this chapter --- The employee's side of being adequately prepared for an effective performance appraisal meeting (p155)

      2] The least YOU need to know! (p163)

    16) Keeping a "face-to-face" from becoming a "face-off" (p165-172)

      [1] In this chapter Steps to keep the conversation positive and moving in the right direction (p165)

      2] The least YOU need to know! (p172)

    17) When your boss makes Dilbert look good! (p173-182)

      [1] In this chapter --- (p173)

      [2] The least YOU need to know! (p182)

PART 5 --- BUILDING A NEW PERFORMANCE APPRAISAL PLAN (p183-225)

    18) Every building needs a foundation: building your framework (p185-193)

      [1] In this chapter --- Creating a new performance appraisal system that will ft your organization (p185)

      2] The least YOU need to know! (p193)

    19) Open house: sharing the plan (p195-204)

      [1] In this chapter --- Communicating the plan to your staff to ensure they will accept it and use it properly (p195)

      2] The least YOU need to know! (p204)

    20) Tinkering and remodeling: improving the plan (p205-214)

      [1] In this chapter --- How to audit your plan to ensure it is still effective! (p205)

      [2] The least YOU need to know! (p214)

    21) Keeping it all on track: performance management (p215-225)

      [1] In this chapter --- What performance management is and how to introduce it to your organization (p215)

      2] The least YOU need to know! (p225)

PART 6 --- MEASUREMENT MATTERS --- TYPES OF APPRAISALS (p227-278)

    22) Check please: fill in the blanks (p229-238)

      [1] In this chapter --- Using the most basic style of performance appraisal forms (p229)

      2] The least YOU need to know! (p238)

    23) Appraisals everyone loves to hate (p239-246)

      [1] In this chapter --- Dealing with regulatory requirements and more challenging appraisal forms (p239)

      [2] The least YOU need to know! (p246)

    24) Balance is a happy medium (p247-258)

      [1] In this chapter --- How to deal with a balanced performance appraisal form that encourages a "two-way conversation" and the "sharing" of ideas and goal (p247)

        (1) How to achieve a balanced format

        (2) Setting mutually agreed-upon goals

        (3) Adapting to changes

        (4) It is all in the delivery!

      [2] The least YOU need to know! (p258)

    25) Could you put that in writing? (p259-265)

      [1] In this chapter --- Identifying the narrative style of appraisal and where it works effectively (p259)

      2] The least YOU need to know! (p265)

    26) Peer-to-peer and 360-degree feedback (p267-278)

      [1] In this chapter --- Details on the advanced performance appraisal styles and how to determine if your organization is ready for them (p267)

      [2] The least YOU need to know! (p278)

APPENDIX A --- GLOSSARY (p279-282)

APPENDIX B --- SAMPLE FORMS (p283-291)

APPENDIX C --- HOW TO SAY IT: SAMPLE LEAD-INS (p293-296)

APPENDIX D --- RESOURCES (p297-298)

INDEX (p299-314)

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