Tips for the Employee, Primary Reviewer and Second Reviewer

Employee | Primary Reviewer | Second Reviewer

Tips for the Employee (The person whose performance is being appraised)

  • Meet at a time agreed upon by both parties
  • Take time to discuss job performance. If more time is needed to address everything, an additional meeting time can be scheduled. (either party may need to take time to think through issues)
  • When responding and providing feedback, speak to the facts with examples and details to make it as specific, objective and constructive as possible
  • Contribute in an honest, direct and appropriate manner
  • Recognize and actively listen to the other person's point of view
  • Discuss the underlying causes of continuing performance issues and resolution strategies
  • Agree on specific objectives and take responsibility for follow up
  • Record important points
  • Be mindful of the difference between busy work and outcomes/achievements
  • Seek clarification of issues if they are not clear to you

The content and the manner of the review should remain confidential.

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Tips for the Primary Reviewer (The immediate manager who best knows employee's job duties and observes work performance and behaviors)

  • Use a variety of sources when gathering appraisal information:
    • Direct observation of employee behaviors and work products
    • Anecdotal notes collected and maintained in the employee's drop file
    • Information solicited from peers, customers, direct reports and other supervisors who interact and work with the employee
      • Request colleague input online via ePerformance
  • Avoid rater's biases.
  • Collect and document information on a continuous basis. Be prepared to have specific, objective supporting examples to support the rating.
  • Meet at a time agreed upon by both parties
  • Provide regular feedback and monitoring of agreed upon goals
  • Encourage open discussion with the employee regarding the past year's performance and future developmental requirements
  • The whole discussion may not be completed in the initial meeting (either party may need to take time to think through issues)
  • Provide objective and constructive feedback rather than subjective. It must be based on real facts on matters relevant to the job and to the employee's goals or objectives, not on personal feelings.
  • Base the appraisal on behaviors and outcomes, not on attitude or personality
  • At the performance evaluation meeting, there should never be surprises (serious problems should be discussed as and when they arise)
  • Contribute in an honest, direct and appropriate manner
  • Recognize and actively listen to the other person's point of view
  • Discuss the underlying causes of continuing performance issues and resolution strategies
  • Obtain mutual agreement on specific objectives and take responsibility for follow up
  • When responding to the employee, speak to facts with examples and details to make it as specific, objective and constructive as possible
  • The content and the manner of the review should remain confidential

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Tips for the Second Reviewer (The manager of the employee's Primary Reviewer)
  • Communicate the agreed time-frame for completion of the appraisals to those involved in the process and facilitate/negotiate workload to allow for meaningful performance appraisal discussions
  • Review performance appraisals before they are presented to employees and provide the Primary Reviewer with appropriate feedback
  • If you do not agree with the Primary Reviewer's performance appraisal ratings or comments, discuss the areas of concern with the Primary Reviewer. Second Reviewers have the authority to change any part of the performance appraisal based on their judgment about the employee's performance or the supervisory approach to the performance appraisal.

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