1992 AGN APR 07 I31 - Laserfiche WebLink

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CITY OF COLTON EXECUTIVE MANAGEMENT PERFORMANCE APPRAISAL MANUAL THE PURPOSE OF PERFORMANCE EVALUATION Performance appraisal should be more than a paperwork exercise, it should: 1. Improve performance in the job currently held. This suggests that the performance appraisal need not stop with an examination of performance during the last review period. It allows the supervisor and subordinate to prepare a plan for future action. 2. Develop people in two ways: A. Provide the organization with people qualified to move into higher positions as they become vacant. B. Help the individual who wishes to acquire the knowledge and ability to become eligible for a higher position. 3. Answer two questions of concern to almost every employee: "How am I doing?" and "Where do I go from here?" A good form is not enough to accomplish the results listed above. Evaluation requires continuous observation by the rater plus an analysis of employee actions and firsthand knowledge of the employee and his/her work habits. Performance appraisal is not a once a year activity. It must be a continuous process with frequent feedback and observation, all culminating in the formal performance review. A good appraisal process assures that there are no surprises during the formal review session. There are significant advantages to the individual supervisor who perceives performance appraisal as a continuous process: 1. The employee knows in advance the basis on which he/she is going to be appraised. 2. The rater and employee both agree on what the employee's job really is. 3. Appraisal takes place within the supervisor -employee relationship. -2-