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Writing a manger’s performance appraisal requires more work than, for example, preparing a performance evaluation for front-line employees. Managers’ evaluations usually require narrative responses, as well as goal-setting for identifying milestones that coincide with organizational goals and objectives. Managers have two primary job functions – overseeing departmental processes and managing the employees in their departments. Therefore, performance appraisals for managers must address both areas with equal attention to past performance and future performance and development goals.
Obtain the manager’s employment file and review past performance appraisals as well as interim feedback from directors throughout the evaluation period. If your performance management system incorporates the use of 360-degree feedback, take into consideration feedback that employees provide. The purpose of 360-degree feedback is to obtain input from employees at every level of the organization who have frequent interaction with managers, including employees who are direct reports.
Review the manager’s compensation records for information related to cash bonuses, incentives or other rewards for outstanding performance. Determine whether the manager is under contract of employment. Most employees are subject to the provisions of employment at-will but some managers may have employment contracts that should to be reviewed prior to writing a performance appraisal.
Gather employee responses from workplace surveys that relate to organizational leadership. Determine if there exist any comments about the manager’s performance that were submitted anonymously through employee opinion surveys.
Read the manager’s job description and highlight specific activities for which she is responsible. Make a list of job duties in the two primary areas of leadership: overseeing department functions and managing employees. These are the two basic functions managers perform.
Access all records necessary for a complete evaluation of the manager’s departmental productivity, including employee work logs, attendance records, disciplinary review and corrective action. Assess the level of productivity within the manager’s department to determine whether he meets the company’s expectations in terms of performance standards related to departmental functions.
Draft a narrative about three areas of performance – functional expertise, core competencies and professional traits. Functional expertise refers to job knowledge and the manager’s ability to perform the actual functions of her job, such as a human resources manager who must be knowledgeable about labor and employment law. Core competencies are the basic qualifications a manager must have to perform her job functions. Examples of core competencies are analytical and critical thinking processes, decision-making capabilities and written communication skills. Professional traits include characteristics such as integrity, commitment and a strong work ethic.
Prepare a list of suggested performance goals to present to the manager during the performance appraisal meeting. The goals should align management duties with organizational goals. Jot down ideas for professional development such as refresher training on leadership skills or continuing education in management principles or functional areas of the manager’s job description.