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How to Be Good at Performance Appraisals: Simple, Effective, Done Right Hardcover – July 5, 2011


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How to Be Good at Performance Appraisals: Simple, Effective, Done Right + 2600 Phrases for Effective Performance Reviews: Ready-to-Use Words and Phrases That Really Get Results + 2600 Phrases for Setting Effective Performance Goals: Ready-to-Use Phrases That Really Get Results
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Editorial Reviews

Review

“Grote has written a valuable guide for managers on how to appraise and improve the performance of their people.” “Unlike many other books on how to improve performance, this one is down-to-earth, a model of clarity and amounts to good value for money. Managers who are facing intractable performance issues would, therefore, likely find it a very powerful work.” – HR Zone

“This book offers managers the skills and confidence to navigate the minefield we know as performance appraisals. More importantly, it provides the wisdom and insight that will help any leader dramatically raise the performance level of their team.” - Donald H. Brush, Ph.D., President, The Renova Corporation

“Those of us who are so fortunate to have worked with Dick Grote know that when he promises How to Be Good at Performance Appraisals: Simple, Effective, Done Right, we can expect solid advice based on real-life experience that actually works! Highly recommended to all managers!” - Thomas Sohns, HR Director, Novo Nordisk; Business Area Africa, Gulf & India

“Great tips and thoughts about how to do effective performance appraisals. A mandatory read for any manager who does performance appraisals.” - Edward Lawler, author of Talent: Making People Your Competitive Advantage and Professor, Marshall School of Business, University of Southern California.

“Almost every manager on the planet struggles with the task of conducting performance appraisals. Finally, there is a practical guide based both on research and business best practices that provides enough advice and how-to steps to successfully guide any manager through the appraisal process.” - John Sullivan, Ph.D., Professor of Management, San Francisco State University

“Dick Grote has been working as a change agent in the C-suite of some of the world’s greatest companies for as long as I can remember. In his book How to Be Good at Performance Appraisals, he takes his expertise a step further. To say it plainly: this isn’t a book for the C-suite; it’s for anyone who manages people.” - Anne Ruddy, CCP, CPCU; and President, WorldatWork

About the Author

Dick Grote is President of Grote Consulting Corporation in Dallas, Texas. He is an expert in performance management and the author of The Complete Guide to Performance Appraisal, The Performance Appraisal Question and Answer Book, Forced Ranking: Making Performance Management Work, and Discipline Without Punishment.
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Product Details

  • Hardcover: 240 pages
  • Publisher: Harvard Business Review Press (July 5, 2011)
  • Language: English
  • ISBN-10: 1422162281
  • ISBN-13: 978-1422162286
  • Product Dimensions: 0.8 x 6 x 8.8 inches
  • Shipping Weight: 12.8 ounces (View shipping rates and policies)
  • Average Customer Review: 4.8 out of 5 stars  See all reviews (27 customer reviews)
  • Amazon Best Sellers Rank: #288,288 in Books (See Top 100 in Books)

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5 of 5 people found the following review helpful By John Gibbs TOP 1000 REVIEWER on July 21, 2011
Format: Kindle Edition Verified Purchase
The balanced-message technique which managers are typically instructed to use for discussing performance appraisals is categorically wrong, according to Dick Grote in this book. It is a time-proven failure and the reason why people hate performance appraisals. It annoys and demotivates good performers while cheering and heartening poor performers. Instead, an effective performance review gives a single clear message, concentrating on strengths or on improvement needs.

The book contains plenty of other helpful advice, including:

* A performance appraisal is a formal record of a manager's opinion of the quality of an employee's work, so it should be drafted by the manager, not the employee.
* Performance appraisal is necessary to identify gaps in talent within the organisation, best performers who need to be the subject of retention strategies, and worst performers who should be salvaged or cut loose.
* Useful practices which are rarely used include calibration sessions to ensure consistency in appraisals, assessing how well managers do appraisals, and greater use of 360-degree feedback.
* SMART (specific, measurable, attainable, realistic, time-bound) goals are a bad idea because they tend to aim too low.
* If the appraisal is a positive one, it is helpful to give it to the employee an hour before the meeting, but if the appraisal is a negative one this is not a good idea as the message should be delivered verbally.

I found the book very helpful, reasonably short, and entertaining to read. I would recommend it to anyone who has the job of conducting performance appraisals, and I would particularly recommend it to anyone who has the job of designing performance appraisals.
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1 of 1 people found the following review helpful By Pam Moeller on December 19, 2011
Format: Hardcover
How to Be Good at Performance Reviews is a comprehensive, straight-shooting, useful, absolutely excellent guide to shaping your performance management system. It covers far more than just performance reviews. Dick Grote's direct, easy-to-read style and his focus on practical questions that matter for managers make this book an essential read for all managers in the for-profit and non-profit sectors. In the book, he covers everything from how to establish performance goals, to what makes for good and bad goals, to how to build a list of key competencies for your organization, to information about the importance of coaching, to essential considerations for your performance appraisals. In the appraisals section he reminds us of why appraisals are important and provides practical guidance around rating scales, structuring the appraisal, and preparing for the meeting. He highlights both commonly used practices and those more rarely used but worth considering throughout the book. As you read this book, you'll find yourself thinking about: a) who else on your team or in your organization MUST read it, and b) what you'll do next to improve your own management practices and those in your organization. ENJOY!
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1 of 1 people found the following review helpful By David Brooks on September 19, 2011
Format: Hardcover
When you see the title of this book, your first thought may be about the annual performance discussion. While there is a chapter devoted to the performance discussion, this book provides a comprehensive view of the entire process of performance appraisal, an A to Z walk through all of the steps that are required to be good at doing it.

Along the way, the author addresses many of the hot topics and tough questions that surround the performance appraisal process. For example, how do you identify good measures of job performance to use in evaluating how an employee performed? Or, what is the best approach to take in discussing an employee's strengths and weaknesses?

The author gives clear recommendations on what the manager should and shouldn't do at each step of the appraisal process. And, the reader gets the benefit of the author's reasoning regarding each such recommendation. That will be helpful in evaluating your (and your organization's) approach to performance appraisal, and in determining your own actions at each step.

The book is concise and readable, and it should help just about any manager to do a better job of performance appraisal.
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1 of 1 people found the following review helpful By Elizabeth Anne Matoy on August 1, 2011
Format: Kindle Edition Verified Purchase
When I saw Dick Grote had a new book out, I immediately ordered a copy from Amazon and it came promptly. I read it over the weekend and ordered five copies yesterday for my staff. As an HR professional with over 30 years of experience, I think the book is the best, most comprehensive, readable book on the subject yet.
by Elizabeth Matoy, Stillwater, Oklahoma
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Format: Hardcover
Dick Grote's book covers everything you've always wanted to know about performance appraisals, from why do them to how to conduct difficult appraisals. There's a lot here in a small, easy-to-read package.

You'll find practical information on traditional topics such as goal setting, determining job responsibilities, identifying and using competencies, coaching, and evaluating the quality of employee performance. But you'll also find some unconventional advice, such as what's wrong with defining far exceeded performance, SMART goals, and employees doing self-ratings.

What you won't find is jargon or beating around the bush. Grote comes right at you in a style that is clear, insightful, straight-forward, researched and humorous. There are sample dialogues, handy summaries after each chapter, nuances such as how to describe a small pay raise to your top performer, and of course, how to prepare and conduct performance appraisals.

Dick Grote developed these insights from his experience as a supervisor and from his many years of consulting work. When he says "Listen up" (as he does on page 9), you'd be wise to do so. While he is the first to admit that performance appraisals will always be challenging, this book should ease that challenge for any supervisor. I highly recommend it!
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