The Performance Appraisal

• Publication year: 1991
• Pages: 2075
• Citation: Vol. 10 No. 1991 Pg. 2075

20 Colo.Law. 2075 Colorado Lawyer 1991.

1991, October, Pg. 2075. The Performance Appraisal

---

2075

The Performance Appraisal

by Cynthia L. Acree

CBA Law Ofice Management Coordinator

Performance reviews are important to the growth and productivity of a firm. Reviewing an employee's performance, however, is not an easy task. While most firms tie the performance appraisal to pay increases, the true objective should be to improve the quality of the work performed, as well as the working relationships that are necessary to the success of any business.

Several things should be considered to optimize the benefits of this process.

THE EVALUATION CRITERIA

The criteria upon which employees are judged must be closely aligned with the overall goals of the firm. The criteria should aim at:

1) discovering how the employee feels about his or her job and working relationships;

2) discovering the practicality of objectives and standards that have been set for the employee;

3) answering job-related questions;

4) recognizing, rewarding and thanking the employee for superior productivity to maintain and increase employee motivation;

5) analyzing the reasons for past failures to prevent them in the future;

6) letting the employee know what management thinks about his or her past performance; and

7) improving the relationship with management, including discovering any aspects of the management style that may prevent optimum performance.

To be fair, criteria should be consistent to ensure an accepted level of performance. Also, the employee should know from the onset of his or her employment the criteria used in judging employee performance; the rating system should be discussed as well.

EMPLOYEE SELF-EVALUATION

Just as there are two sides to every case, there are two sides to the performance appraisal. Employees being reviewed should be permitted to evaluate themselves based on the same criteria on which the supervisor evaluates them. This holds true for everyone, from the runner or receptionist to the associate. To accomplish this easily, a written evaluation form can be filled out by employees and reviewed by management prior to a joint meeting. Notionly does this allow employee input, but having them define their job description willinsure that their perception of the job is consistent with management's. The selfevaluation should include a section which allows employees the...