1
LISTEN CAREFULLY WHEN THE PERSON TALKS
This may be difficult for two reasons. First, you may already think you know what the person is going to say. Second, while the person is talking, you may be thinking about how you will respond. Remember that if you don’t listen carefully, you may not completely understand what the person is saying. Consequently, you’ll be unable to provide the right motivation for better performance.
2 3 4 5 ALLOCATE EQUAL TIME TO PRAISE AND CRITICIZE
Resist the inclination to spend a lot of time discuss- ing a person’s weaknesses or areas of below average achievement. Recognize that finding too much fault can cause resentment.
BE FRIENDLY AND SINCERE
You are trying to help the person, not tear him or her down. Be encouraging and positive when suggesting how performance can be improved.
LIMIT THE GOALS AND OBJECTIVES
You set the person’s goals and objectives — both in number and degree. Recognize a person’s capabilities by anticipating what can be accomplished. Don’t ex- pect a complete change of behavior immediately after a single performance evaluation.
APPRAISE FAIRLY
Evaluate people on the basis of actual results and not on how the job was accomplished. An introverted per- son who can achieve goals in his or her own quiet way should be graded just as high as an outgoing and ag- gressive person who does the same. Rate each person as objectively as possible. This means that you should be aware of your prejudices and set them aside. When criticizing an employee, you should be able to relate more than one incident that backs up the criticism.
FIVE THINGS TO AVOID N AN APPRAISAL INTERVIEW Several stumbling blocks are in the path of the supervisor who wants to get the most from an interview with one of his or her people. You can overcome them by thinking about what you are going to say before the meeting and by keeping in mind that your main objective is to help the per- son. Here are five pitfalls to avoid when you talk to a person about performance on the job:
5 4 3
PROFESSIONAL DEVELOPMENT 1
2
AVOID COMPARISONS WITH OTHER PEOPLE, ESPE- CIALLY PEERS
Nobody likes to hear that someone else has done a better job. Say, “Here are some ways you can do bet- ter,” rather than, “Here is what you have done wrong.”
DON’T DWELL ON A PERSON’S WEAKNESS
Focus on improvement in the future, not on past mistakes. Talk about what a person has done, not about what the person is. Speak more about the work than the person. Be constructive in order to motivate.
BE CAREFUL ABOUT DISCOURAGING A PERSON
Saying that a person’s goals are impractical or impossi- ble can be discouraging. You could very easily be prov- en wrong. If you feel you must say something about a person’s goals, go only so far as to tactfully point out the difficulties that might be in the person’s path.
REFRAIN FROM USING WORDS THAT SUGGEST POOR PERFORMANCE OR FAILURE
Words such as guilty, faults, mistakes, and weaknesses are better left unsaid.
DO NOT MAKE PROMISES
You can’t predict the future, and you shouldn’t try. For example, never promise a raise or a job. Circumstances may change or events may occur which would make it impossible for you to deliver.
If done properly, performance evaluations can be valuable tools for the both the company and its employees.
J.D. McHenry is the President of Global Jet Services. J.D. has been involved in numerous aviation mainte- nance and flight operation programs for more than 31 years. His background includes aircraft manufacturer, corporate flight operations, FAR 91 & 135 operations, aircraft management, repair stations, and fixed base op- eration. He holds and A&P, IA and Doctorate of Busi-
ness Management. Global Jet Services is the leader in on-site maintenance training and web based training providing high quality, flexibility and cost effectiveness. The maintenance customers are their #1 priority. Global Jet Services goal is to lead the way in aviation maintenance training standards. Global Jet Services and FlightSafety International are business partners offering the “Shared Resources” program. For more information visit www.
GlobalJetServices.com.
09.10 2009
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