How to Run Successful Appraisals with Difficult Employees

How can we conduct appraisals when the employee is neither happy nor willing to be there?

Words like ‘appraisal’ can make some people want to run a mile! This may be due to pre-conceived ideas about the appraisal process, or unpleasant past experiences – perhaps a previous manager did not do a good job.

We can’t undo what has gone before, but we can acknowledge it and do whatever we can to change their perception of appraisals going forward.

Before the appraisal

What can we do to mitigate the level of challenge before the appraisal discussion begins? Firstly, let the employee know when and where the meeting is taking place and ask them to prepare for it. They need to evaluate their own performance, and bring along evidence of their work achievements to support their evaluation. Remind them why appraisals happen – to help everyone improve and be the best they can be. They’re not being victimised, everyone has an appraisal!

Setting the scene can help the staff member to understand the process, hopefully removing a lot of anxiety about it. It’s a proactive way of making the appraisal itself much more user friendly for both parties.

During the appraisal

What do you do if the employee disagrees with what you are saying? If you’ve prepared properly, then you will have specific examples of their behaviours and actions to support your feedback. If they persist, ask them to justify their comments. Perhaps you’ve missed something? Asking questions will help you to understand.

Also, if they have prepared, they should be able to support what they’re saying with their own examples. Keep challenging them politely to support what they are saying. If they cannot, then they should accept your views.

Alternatively, what do you do if the employee shuts up and remains silent? Remind them that it’s their appraisal, it’s confidential, and they need to contribute. Point out that your feedback about their performance will be recorded on their personnel file, so if they don’t agree with you they need to say so, otherwise you’ll have to assume that your feedback is accurate and they agree with it. They’re doing themselves no favours by staying silent! Later, when they finally say they didn’t agree with the feedback, it will be too late.

What do you do if the employee becomes emotional and starts crying? Offer them a tissue and take a short break. Leave the room, give them time to compose themselves, then rejoin them and check they’re ok to resume the appraisal. Remind them that the appraisal is going to happen, either sooner or later.

What if they become angry, or get up and walk out? Again, it’s time to call a short break as things have become heated. Assess your own contribution here – have you inadvertently caused the outburst? If so, apologise. Perhaps you didn’t explain yourself very well? If they do walk out, follow them at a safe distance, checking they’re not smashing up the office or doing anything else silly. Later, after some cooling off time, call them or approach them and explain that the appraisal still needs to happen – when is a good time?

Conclusion

It seems that not everyone likes appraisals! There’s a lot you can do before the appraisal meeting to help the employee feel more positive about it. If things go awry during the meeting, remember to remain polite, respectful and assertive.

Behaviour breeds behaviour – let yours breed theirs, not the other way around!

 

4 Steps to Manage Change and Deal with Uncertainty

Throughout our careers, nothing will have any greater impact on us than change. For most, we enjoy the security of routine and the known boundaries in which we operate. Let’s begin to look at the 4 steps to managing change and dealing with uncertainty in a positive way.

Time for Change Sign With Led Light

Change can have substantial effects across so many fundamental levels.
  • It can weaken our self-confidence and self-efficacy
  • It can challenge our productivity at work
  • Create baseless fears and concerns
  • Can add stress between individuals and teams
  • Can be daunting in the face of new knowledge and systems

So are there factors that can help guide through the process of change? Is there a plan or blueprint that can better support and implement change?

The initial shock

You are moving through the day into the flow of work, maybe you have heard rumours of a change being implemented. A department being cut or merged with another, perhaps. Nothing has been confirmed, everyone is in the dark, then suddenly it is all announced with immediate effect. Most will feel shock and confusion, worry and concern. Questions will be raised about your position, the impact on the business, the new knowledge that you may be challenged to learn. This is the first stage of change.

defensive mode

The second stage begins to take effect. The shock has weakened, and the news is clear. Change has happened and is there in front of you. You don’t know why it had to happen, you question the logic of it, and the more you pull the decision apart the angrier you get. It just doesn’t make sense? This is the stage where your defensive retaliation to the initial shock is at its highest. You tend to band together with colleagues who agree with your position. All you can see are the difficulties. This is stage 2.

Just feels wrong

The uncomfortable stage begins to settle in. You are unhappy and feel awkward, unsure of what you are supposed to be doing. Of where the company is headed.

You sort of understand the advantages, yet remain unconvinced. Others are quick to point out faults and everyone is at their lowest point of morale. This is stage 3.

Slowly but surely

Time has now passed and things are starting to make sense. You can see the real advantages of why the change was implemented. This includes new skills that the change has brought to the business.

The progress forward seems heavy and slow, yet there does seem to be light at the end of the tunnel. This is stage 4.

Finally…
How could this have been easier? What was missing? In each of these stages the key was the lack of communication.

In the first stage, a clear and united meeting should have been held to present the change, the impact and the benefits. Reassurances should have been given. At stage 2 team meetings should have been instigated to discuss issues and individual concerns. At stage 3 it is all about 1-2-1 and goal setting, action planning and clear objectives.

Change is inevitable. It can be an opportunity for growth, or it can be destructive. Which would you prefer?