Dear Reader

Welcome to your first Labour Bulletin for April – where is this year disappearing to?

I’m on leave for a few days before and after Easter (lucky me) and I had a quick look over my calendar to see what I needed to do. I saw I have my quarterly performance appraisal coming up...

Now, I’ve never had a reason to worry about them, but like most people, they always put me slightly on edge. However, I know just how vital they are for you and your employees to ensure you’re on the same page, and you’re getting the most out of them. You have to do them, and you have to get them right!

If you can’t measure, you can’t manage!

To quote the Big Boss during our company’s status meeting: “if you can’t measure, you can’t manage”.

She’s 100% right...so make sure you get the most out of your performance appraisals and the most out of your employees.

Here’s a bit of help.

9 golden rules of performance appraisals

1. It’s your direct responsibility to see that it happens – you can’t delegate it. Only you can adequately assess your employee’s performance.
2. It focuses on the individual’s performance, which you measure against the standards set out in his job description.
3. It focuses on proven performance, not potential.
4. A performance appraisal is never a psychological appraisal, nor should you let psychologists draw up the appraisal document. You must base it solely on the job description.
5. Never reward poor performance.
6. If you can’t measure it, you can’t manage it. If you can’t measure the performance, then the job is worthless – make it redundant.
7. Dismiss a person whose performance is consistently below standard. Remember: you must follow the guidelines for managing poor work performance before you do this.
8. View appraisals retrospectively. Only place emphasis on what’s occurred in the past. It’s pointless trying to appraise what the employee hasn’t done yet.
9. Discussion about performance is separate from a salary review, even though the one will inform the other. Hold the appraisal at least three months before the salary review. This gives the employee time to get back on track, if necessary.

For step-by-step guidance on effective performance management, you need the Labour Law for Managers Handbook. You can get all the information you need right here.

Until next week

Sarah-Jane Bosch
Managing Editor:
Labour Law for Managers Practical Handbook
Practical Guide to Human Resources Management