Managing Difficult Conversations: Performance Appraisal
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Place yourself in the role of an employee named Tyler Cahill, whose annual evaluation has just been completed. As you review the annual performance evaluation, you believe that it was partly based on judgment and not evidence. However, you realize there are some gaps in your performance. Up to this point, you felt like you had a good working relationship with your manager.
For your initial post, answer the following questions based on the Annual Performance Evaluation document.
What are some examples in the performance evaluation document that are based on judgment and not evidence? In a forthcoming meeting with your manager, what is your plan to address that you believe part of the evaluation was not based on evidence? How will you explain to your manager why it is important for a manager and employee to agree on performance gaps based on evidence? Use the information from the readings for this module to support your plan.
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Solution Summary
Critiquing/commenting a performance valuation document are examined. The examples why the performance evaluation was based on judgment and not based on evidence. Suggestions that Tyler can do or say to the manager on how to improve the procedure are provided. The solution is 616 words with 1 non-APA reference.
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Communications:
"Tyler SEEMS to display very good verbal skills, communicating clearly and succinctly although his Southern accent is SOMEWHAT OFF-PUTTING and leaves people with the impression that he is not smart."
"...sometimes it's QUESTIONABLE whether Tyler always selects appropriate methods of communication..."
*The terms SEEMS, SOMEWHAT, QUESTIONABLE -- they are not sure and are based on perceptions and not on evidence. Saying that what he was doing "leaves people with the impression that he is not smart." -- It could be more helpful to cite situations or phrases he has said that prove the rater's observation or conclusion.
Team Management:
It would have been better to state situations that prove the evaluation, e.g., what he did that gave his team the "impression that he provides fair and valid performance feedback."
"I THINK there have been times when he did not make himself available ...
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