Guided Response: For your responses, you will take on the role of Cameron (the manager) who is being evaluated by the HR professional (your peer) and analyze the corrective measures shared by him or her. Do you agree with his or her choice of recommended corrective measures? Would you want this person to evaluate you on how you conduct your performance appraisals? Why or why not?
CLASSMATES DISCUSSION POST:
Hello Professor and class,
As an HR professional, coaching Cameron on issues such as vagueness, lack of preparation, and failure to follow up as a manager conducting performance appraisals would entail implementing targeted corrective measures and offering supportive resources to elevate his performance.
To address Cameron’s challenges effectively, I would introduce several strategies. Firstly, I would arrange training programs designed to educate managers on the importance of clear communication and provide concrete examples and case studies illustrating the impact of vague feedback. Jackson, 2012, mentions that some managers make performance reviews short conversations where there is no room to discuss improvements or accomplishments further. Additionally, I would offer specialized sessions focusing on refining performance appraisal techniques, emphasizing thorough preparation, and providing managers with practical tools such as sample appraisal forms, performance metrics, and evaluation guidelines. Encouraging managers to establish clear, actionable goals during appraisals and instituting a structured follow-up schedule for ongoing feedback would also be integral to our approach.
To tailor our interventions specifically to Cameron’s needs, I would conduct a comprehensive needs assessment, drawing on employee input, Cameron’s self-assessment, and observations of his managerial interactions. Based on these insights, I would develop personalized training programs, including one-on-one coaching, workshops, or targeted online courses to enhance Cameron’s communication, preparation, and follow-up skills. Regular feedback sessions allow us to track his progress, acknowledge improvements, and identify areas requiring further development.
Pairing Cameron with a seasoned mentor within the organization would provide valuable guidance and facilitate knowledge sharing while fostering a culture of peer support and collaborative learning among managers, encouraging ongoing improvement. Regular check-ins would offer opportunities to discuss achievements, setbacks, and strategies for advancement while also providing a platform for continuing support and guidance.
By combining comprehensive training, targeted resources, accountability measures, and personalized coaching, HR professionals can play a pivotal role in empowering managers like Cameron to enhance their performance appraisal skills and contribute effectively to the organization’s overall performance management process.
-Eddie Rangel
Reference
Jackson, E. (2012, January 9). Ten biggest mistakes bosses make in performance reviews. Forbes. https://www.forbes.com/sites/ericjackson/2012/01/09/ten-reasons-performance-reviews-are-done-terribly/?sh=549d98db5ee0