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How to Be Good at Performance Appraisals: Simple, Effective, Done Right Hardcover – July 5, 2011
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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
Top Customer Reviews
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.
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!
Too many supervisors don't understand what it is they are even trying to accomplish. "Listen up:" the author says in chapter 1, "A performance appraisal is a formal record of a manager's opinion of the quality of an employee's work."
The author does not hold back. His style is frank and to the point. The "performance appraisal will always be difficult." It is "strenuous and demanding," he states in the introduction. "It will always be difficult because performance appraisal requires people in supervisory jobs to do something they have always been told not to do - be judgmental of others." And with that the author begins to teach what it means to be a good manager. It is hard work. It is at times uncomfortable. It is very rewarding.
I have seen these principles put to use to benefit me, my organization, and my subordinates who look to me for leadership. I require all my managers to read and be familiar with the principles taught in this book and encourage my HR managers to train from it.
Most Recent Customer Reviews
I found this book good guidance for me as a new manager doing performance reviews to a department that had never received them before--even after working at the same company for... Read morePublished 4 months ago by Tom
Very simple, clear, to the point. Never wrote a review but this book deserve it. Like a owner of a medium service company I`m ready to improve our RH with a good Performance... Read morePublished 8 months ago by Victoria Fernandez
Very good book. I have purchased a copy for each of our Managers. I found the role playing segments particularly useful for Managers who struggle with communication in... Read morePublished 14 months ago by Judy Wise
Good source of information, easy to read and a wealth of information.Published 15 months ago by Carol A. Rayfield
This is a Great book by a Great Author. I would recommend this book to any one who is responsible for writing performance reviews.Published 15 months ago by Jacob Russell