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How to Be Good at Performance Appraisals: Simple, Effective, Done Right

Overview

Do you supervise people? If so, this book is for you.

One of a manager’s toughest—and most important—responsibilities is to evaluate an employee’s performance, providing honest feedback and clarifying what they’ve done well and where they need to improve.

In How to Be Good at Performance Appraisals, Dick Grote provides a concise, hands-on guide to succeeding at every step of the performance appraisal process—no matter what performance ...

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How to Be Good at Performance Appraisals: Simple, Effective, Done Right

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Overview

Do you supervise people? If so, this book is for you.

One of a manager’s toughest—and most important—responsibilities is to evaluate an employee’s performance, providing honest feedback and clarifying what they’ve done well and where they need to improve.

In How to Be Good at Performance Appraisals, Dick Grote provides a concise, hands-on guide to succeeding at every step of the performance appraisal process—no matter what performance management system your organization uses. Through step-by-step instructions, examples, do-and-don’t bullet lists, sample dialogues, and suggested scripts, he shows you how to handle every appraisal activity from setting goals and defining job responsibilities to evaluating performance quality and discussing the performance evaluation face-to-face.

Based on decades of experience guiding managers through their biggest challenges, Grote helps answer the questions he hears most often:

• How do I set goals effectively? How many goals should someone set?
• How do I evaluate a person’s behaviors? Which counts more, behaviors or results?
• How do I determine the right performance appraisal rating? How do I explain my rating to a skeptical employee?
• How do I tell someone she’s not meeting my expectations? How do I deliver bad news?

Grote also explains how to tackle other thorny performance management tasks, including determining compensation and terminating poor performers.

In accessible and useful language, How to Be Good at Performance Appraisals will help you handle performance appraisals confidently and successfully, no matter the size or culture of your organization. It’s the one book you need to excel at this daunting yet critical task.

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Editorial Reviews

From the Publisher
“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

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Product Details

  • ISBN-13: 9781422162286
  • Publisher: Harvard Business Review Press
  • Publication date: 7/5/2011
  • Pages: 240
  • Sales rank: 338,725
  • Product dimensions: 5.80 (w) x 8.40 (h) x 0.90 (d)

Meet 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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Table of Contents

Introduction 1

1 Why Bother with Performance Appraisal? 9

2 Goal Setting 21

3 Determining Key Job Responsibilities 43

4 Identifying and Using Competencies 59

5 Providing Day-to-Day Coaching 71

6 Evaluating the Quality of an Individual's Performance 89

7 Using Your Appraisal Form 107

8 Preparing for the Appraisal Discussion 129

9 Conducting the Appraisal Discussion 145

10 Hot-Button Issues 179

Notes 193

Index 199

Acknowledgments 215

About the Author 217

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Sort by: Showing 1 Customer Reviews
  • Posted February 1, 2012

    Concise, effective and very friendly

    Anyone who manages someone will benefit by an essential outline of when and how to provide coaching to reach shared goals. Dick Grote offers responsibilities you have and benefits derived from implementation of correctly conducted appraisals. He eloquently describes what coaching is and isn’t. He is well researched and delivers in the most adroit ways answers to handling tough topics, including why you should concentrate on performance strengths as a problem solver. You learn critical thinking skills. He argues for resolution of difficult conversations and questions. By showing how to do it so completely, you might sense it a talent you have. . He gives you the potency to be able to answer the question of ranking behaviors or results. You will adopt some of his practical methods.

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