- The mention of performance appraisals
probably brings a groan to most people
since it often reminds many of us of the bureaucratic task
of writing details about our work
or the work of people who report to us.
However, in a course about sales performance
and measurement and reporting,
it's important that it is discussed since the appraisal
remains one of the key evaluation pieces in most companies.
There's been much debate and analysis about the
use and value of performance appraisals.
There are even some companies who have
eliminated them completely.
This is one of those situations where you need to work
within the requirements of your company,
while at the same time, look for ways to
improve the process.
Candidly, I dread the job of writing out all of those
corporate forms, noting each person's
strengths and weaknesses.
However, I really enjoy the one-on-one time,
working with a colleague to pinpoint opportunities
for growth and to congratulate them when
milestones set for improvement are reached.
Here are some of my thoughts and recommendations
that have made performance appraisals less burdensome for me
and I think more of a positive experience
for those I've worked with.
12-month plan.
I once had a manager who reviewed my responsibilities
and objectives at the start of the year.
We never spoke about them again until two weeks
before year-end when he would ask me to write up
some updates for my performance appraisal.
This is the classic example of why this type of
evaluation doesn't work.
It needs to be done much more regularly, in smaller doses
with an actual plan in mind.
A quarterly discussion is certainly reasonable
but I think it could be integrated in with an
overall management plan with your staff.
It makes appraisals a moot point
since it's being done subtlely throughout the year.
Communication.
We don't like to admit it, but in some cases,
performance appraisals are done to force managers
to actually communicate better with their staff.
I don't like to think sales managers have this issue
but clearly some do.
Communication is a critical element
of a performance appraisal process.
Coaching and training.
I believe those who link coaching and training
with performance management end up with appraisals
that are so much more effective.
It's a teamwork approach to develop career growth,
motivation and sales results that creates a bond
between manager and the sales person.
Objectives.
This needs to be done in partnership and not just
handed out from the human resources
or senior department management.
A manager and sales person can agree on key objectives
to focus on, evaluate regularly and celebrate
when they've been achieved.
Too often objectives are seen as a negative chore
rather than a positive task to help someone perform better.
How we handle the performance evaluation and overall
appraisal process is an important responsibility,
not just for the manager, but the employee too.
It can be seen as a bureaucratic chore
or what it's intended to be,
and that's an opportunity to focus on enhancing the skills
of each sales person.
When time and careful thought is given to the
performance appraisal process,
it all ties back to the most important measurement objective
of increasing revenue and profits.