Section K
Performance Appraisals

As a project manager, you are unlikely to be directly responsible for carrying out performance appraisals except, perhaps, for your secretary. Performance appraisals are the responsibility of the line manager. Nevertheless, any project organization that is serious about project management must involve the project manager in the performance appraisal of their direct reports. This is necessary in order to make the matrix structure function effectively.

1 Purpose and Preparation

1.1

The purpose of performance appraisals is to let the person being appraised know how they are getting on and what is expected of them.

1.1.1

This is important for career development, improving the individual's performance on their current assignment, and to decide on salary increases and promotion.

1.1.2

On a project, promotion may not be possible, depending on the form of contract with the client. It may require their approval.

1.2

The line manager, project manager, and the project team member being appraised all need to arrive at an objective assessment of performance.

1.3

The feedback provided is part of the motivational processes and needs to be carried out in a carefully controlled way.

1.3.1

Avoid criticism that can produce a defensive reaction and have a negative effect on achievement and relationships.

2 The Interview

2.1

Pick a neutral, relaxing location and allow adequate time. Make sure that there are no interruptions.

  1. Give adequate notice of the interview.
  2. Ask the person to consider specific issues beforehand.
  3. Provide an agenda with the sequence of the points that will be raised and their time allocation.

2.1.1

If you are going to be appraised, assess your own performance by creating a list of every achievement made during the period under review. Similarly create a list of those areas where you have been less successful, especially those that you think will be raised during the review. Naturally you do not mention issues if they are not raised by the interviewer!

2.2

Start with a neutral subject, such as reviewing the person's job description.

  1. Review last year's targets.
  2. Have their training needs been carried out?
  3. What difficulties have there been?
  4. Consider matters outside the control of the individual.
  5. How can matters be improved?
  6. Avoid comparing the person with colleagues.
  7. Set measurable challenging targets.
  8. Avoid personality qualities.
  9. Which skills and qualifications are well used and which are under-utilized?
  10. What ideas does the person have for improving the work processes or how it could be better organized.
  11. What has the individual done to increase the effectiveness of their group?
  12. What have they done to develop the capabilities of their team members?

2.3

Towards the end of the interview, discuss the person's aspirations and career development. Create an action plan for achieving it.

2.4

Summarise the results in terms of:

  1. The levels of achievement
  2. Plans for performance improvement
  3. The objectives and targets for the following year

2.4.1

Jointly record all points that have been agreed and disagreed.

3 Post‐interview Actions

3.1

After the interview, ask yourself how well you did and how well were the objectives met? Did you modify your views of the individual concerned?

3.2

Finally make sure that the company forms are filled in almost immediately, and review them with the responsible line manager and jointly with the individual. Sign the form.

3.3

Make sure that the action plan happens.

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