Since we are always adding new materials to our performance
management library at http://performance-appraisals.org, and
discussion on this list is minimal, we're going to be sending
periodic updates (about twice a month) to this list that includes the
new additions.

Each update should contain the material added in the last two weeks,
so there should be no more than two a month (provided I remember to
send them).

You should be able to access the material listed below directly from
this email report, but all of the material listed here can also be
accessed from the site -- again, at http://performance-appraisals.org
where you will find hundreds of other articles, hints, tips, etc on
all aspects of performance management and appraisal, organized by
topic.

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Knowledge Point Software Review (added: 25-Jul-2005)
http://www.gtpcc.org/gtpcc/knowledgepoint.htm
Knowledge Point produces an assortment of professional HRD
management applications, including Descriptions Now, People
Manager, Performance Now, and Policies Now. Here is an
independent review of the various components of Knowledge
Point, which includes Performance Now - for doing
performance appraisals.

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Appraisal Software Versus Pen and Paper (added: 25-Jul-2005)
http://www.inc.com/magazine/19920901/4259.html
Brief discussion of the advantages and merits of using
performance appraisal software.

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Employee Reviews: Appraisal Software to the Rescue (added: 25-Jul-2005)
http://www.inc.com/magazine/19960301/1593.html
Austin Hayne's Employee Appraiser is a step-by-step guide to
writing performance reviews that allows you to create your
own form by choosing from a number of broad topics (such as
communication, job knowledge, and people management), which
are then broken down into several "job behaviors

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Software-Aided Performance Management - Supporting Best Practices (added:
27-Jul-2005)
http://www.knowledgepoint.com/hr/PMwhite.htm
The movement towards software-aided performance management
continues to accelerate. With software-aided performance
management, thousands of organizations have dramatically
increased the effectiveness of their existing performance
management process without adopting an entirely new
philosophy. This ease of implementation, combined with a
significant reduction in training and administrative costs,
easily justifies the cost of the purchase within the first
year of implementation.
Widespread acceptance coupled with the increasing
recognition of total performance management and development
as a key factor in reaching business objectives, make it
clear that software-aided performance management is here to
stay. And the question for performance-focused organizations
is not if, but when, they will implement this empowering
technology.

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Performance Management Procedure for Administrative Staff (added: 27-Jul-2005)
http://www.georgianc.on.ca/hr/proced/sect4/pro4_128.htm
Performance management policy and procedures for Georgian
College (an education setting)

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Performance Management - Identifying Work Goals (added: 27-Jul-2005)
http://www.occupationalhazards.com/safety_zones/44/article.php?id=2044
Maximizing and measuring our own performance and that of the
people who work for us is a basic tenant of the work
environment. This article suggests a simple tool and
approach that can be beneficial in achieving this aim. For
those where performance management approaches and
measurements are prescribed, this article should still
provide some helpful hints on improving either your own or
your employees' performance within your present system.

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Building a better workforce; performance management software can help you
identify and develop high-performing workers (added: 27-Jul-2005)
http://www.findarticles.com/p/articles/mi_m3495/is_10_49/ai_n6254343
Building a better workforce; performance management software
can help you identify and develop high-performing workers

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Breaking the Performance Management Myths (added: 27-Jul-2005)
http://www.workindex.com/editorial/hre/hre0409-spec-3.asp
As a Fortune 200 organization focused on high-performance
products, Textron Inc. has been working to improve its
performance-management process over the past 10 years. Only
recently have the efforts truly made a difference.

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Incentive Pay Considered Harmful (added: 27-Jul-2005)
http://www.joelonsoftware.com/articles/fog0000000070.html
Most software managers have no choice but to go along with
performance review systems that are already in place. If
you're in this position, the only way to prevent teamicide
is to simply give everyone on your team a gushing review.
But if you do have any choice in the matter, I'd recommend
that you run fleeing from any kind of performance review,
incentive bonus, or stupid corporate employee-of-the-month
program.

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Managing performance: building accountability for organisational success (added:
27-Jul-2005)
http://www.workinfo.com/free/Downloads/130.htm
Some research findings (survey based) on the process of
managing employee performance by DDI

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Does performance appraisal benefit anyone? (added: 27-Jul-2005)
http://www.expressitpeople.com/20030310/management1.shtml
Performance appraisal is an integral part of the performance
management system writes Mohan Bangaruswamy, explaining how
a balanced and holistic approach greatly benefits an
organisation

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Retooling 360s for Better Performance (added: 28-Jul-2005)
http://hbswk.hbs.edu/item.jhtml?id=3935&t=organizations
For better or worse, the 360-degree feedback tool is
standard operating procedure in many organizations. Harvard
Management Update evaluates the evaluation method---and sees
room for improvement

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It's Time To End The Blame Game (added: 28-Jul-2005)
http://www.advancedmanufacturing.com/January00/management.htm
Do them properly, and performance appraisals won't scare the
hell out of your employees...

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How To Find, Fix Or Fire Your Poor Performers (added: 28-Jul-2005)
http://www.cio.com/archive/110103/poor.html
Bad employees drain your IT organization and the company.
Forced ranking can help you get tough-but at what cost?

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Fixes for YourUnderperforming Staff (added: 28-Jul-2005)
http://www.cio.com/archive/030104/tl_source.html
So, how do you find, fix or fire your poor performers?
That's the question we asked in the Nov. 1, 2003, cover
story. We then asked Dick Grote, president of Grote
Consulting, a management consultancy specializing in
performance appraisal, to answer your questions online.
Here's a sample of what you asked and what he answered.

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OK, Let's Review (added: 28-Jul-2005)
http://www.entrepreneur.com/Magazines/Copy_of_MA_SegArticle/0,4453,303092,00.htm\
l
Appraising your sales staff's performance doesn't have to be
the biggest pain in anybody's year.

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Firing an employee (added: 28-Jul-2005)
http://askmen.com/money/career_100/106_career.html
For the most part, firing someone is not easy. If you find
yourself in a position where you have to terminate someone's
employment, take a deep breath and read (or re-read) this
article

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Aggressive and Progressive: A Disciplinary System that Works (added:
28-Jul-2005)
http://www.instanthrpolicies.com/articles/bulletin_agressive.htm
Eliminating employee misconduct is a challenge for the human
resources professional. If the behavior continues, it can
lower employee morale and decrease productivity. Many
employers take an aggressive, proactive approach to solving
employee performance problems by using progressive
discipline. This disciplinary program gives employees
specific feedback, timelines, and action plans for
improvement. Further, it requires supervisors to confront
employee misconduct and document the disciplinary
proceedings. Satisfied employees, reduced liability, and a
more productive workplace are only a few of the benefits of
a progressive discipline plan.

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Your Progressive Discipline Policy (added: 28-Jul-2005)
http://www.hrtools.com/HREssentials/P05_7270.asp
If you decide to implement a progressive discipline policy,
you will need to formulate a written policy, even if you do
not print it up and give it to the employees (and we
recommend that you don't).
In creating your progressive discipline policy, follow these
guidelines

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Progressive Discipline Disadvantages (added: 28-Jul-2005)
http://www.itssimple.biz/biz_tools/text/P05_7265.html
Progressive discipline can be an involved process. For very
small businesses, it may be too involved to invest time in,
especially if there are few discipline problems. Here are
some of the other downsides of progressive discipline:

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Progressive Discipline (added: 28-Jul-2005)
http://www.hrsdc.gc.ca/asp/gateway.asp?hr=en/lp/lo/lswe/ls/publications/progress\
ive.shtml&hs=lxn
Do you have concerns with an employee's work performance?
Here are the steps for applying progressive discipline in
the work place
Most employees want to do what is expected of them. You can
help by ensuring that company policies are made clear and
applied consistently and fairly to everyone. However, as an
employer, you may need to deal with problems caused by the
performance of an employee. You should...

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How to Fire an Employee (added: 28-Jul-2005)
http://www.hrzone.com/topics/firing.html
This is a basic discussion of how to conduct employee
discipline including when to discipline, the steps in
progressive discipline and the conduct of an investigation.
You will learn about the dangers of not disciplining
employees and the importance of fairness.

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Progressive Discipline (Recommended) (added: 28-Jul-2005)
http://www.gprc.ab.ca/departments/hr/internal/discipline.html
Progressive discipline allows an employee time to correct
problem behaviour without immediate threat of termination.
For employees, progressive discipline sets clear standards
and warns of consequences for noncompliance. It assures
predictable, progressive and equitable treatment. It
promotes fair decisions, and it provides a process to appeal
disciplinary decisions.
Progressive discipline involves correcting employees in
stages according to the number and severity of their
violations.

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Implementing Progressive Discipline Policies to Minimize Liability and Improve
Employee Performances (added: 28-Jul-2005)
http://www.fwlaw.com/progressive.html
A legal perspective (and advice) on how to implement and use
progressive discipline properly and to reduce legal
liability risks.

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Effective employee discipline: A case of the Internal Revenue Service (added:
28-Jul-2005)
http://www.findarticles.com/p/articles/mi_qa3779/is_200104/ai_n8949080#continue
Discipline is an inevitable part of a manager's
responsibilities. Vi! Edwards Deming, the founder of quality
management, in Out of the Crisis, wrote that, "People can
face almost any problem except the problems of people....
Faced with problems with people, management... will go into
a state of paralysis."' "Coping with disciplinary problems
is one of the most difficult and stressful, yet essential
parts of any supervisor's job

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Successfully implementing discipline - developing an positive employee
discipline policy (added: 28-Jul-2005)
http://www.findarticles.com/p/articles/mi_m3254/is_n2_v218/ai_18954320
Implementing a positive discipline policy can be
accomplished without losing control of employee behavior. To
achieve this, companies must adopt a philosophy that
embraces education and correction as the focus of their
discipline policy. Many policies concentrate on punishment
and completely miss the point of the policy - correcting
specific behaviors that disrupt the productivity of the
organization.
Human resource managers can take three steps to ensure that
a positive discipline approach will be successful.

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Disciplinary Probation (added: 28-Jul-2005)
http://www.hrmguide.net/canada/law/federal/disciplinary-probation.htm
Disciplinary probation is a process for addressing employee
misconduct. It is a sanction imposed by the employer that
allows a problem employee to remain employed subject to
certain terms and conditions. It allows for a means of
correction for on-the-job related behaviour problems and/or
performance problems. Probation is one step away from
termination and is part of a progressive disciplinary
measures policy.
Learn more.

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Supervisor's Guide - Discipline (added: 28-Jul-2005)
http://www.state.nd.us/hrms/hr/supvguide/discipline.htm
Discipline is most often associated with those actions that
must be taken from time to time to correct employees' poor
performance or for a violation of work rules and policy.
Discipline also provides a tool for maintaining an expected
work standard that must be taught and reinforced through
communication in daily work activities.
Depending on the circumstances, communication to employees
may have to take the form of formal and decisive action.
Supervisors must be able to recognize when disciplinary
action is necessary and to determine the appropriate type
and level of action. Early detection and analysis of a
performance problem will most often provide supervisors an
opportunity to take appropriate action.

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The Seven Steps of Just Cause (added: 28-Jul-2005)
http://research.uiowa.edu/pimgr/?get=7steps
The seven test of just cause represent a practical and
effective way to determine whether a proposed disciplinary
action is firmly and fairly grounded. It is fair to assume
that these tests will be applied by arbitrators in the event
that disciplinary actions are challenged, and it is
therefore good practice to apply them prospectively when
considering the imposition of progressive discipline.

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MBO - Management by Objectives (added: 28-Jul-2005)
http://www.1000ventures.com/business_guide/mgmt_mbo_main.html
Management by objectives (MBO) is a systematic and organized
approach that allows management to focus on achievable goals
and to attain the best possible results from available
resources. It aims to increase organizational performance by
aligning goals and subordinate objectives throughout the
organization. Ideally, employees get strong input to
identify their objectives, time lines for completion, etc.
MBO includes ongoing tracking and feedback in the process to
reach objectives.
MBO was first outlined by Peter Drucker in 1954 in his book
'The Practice of Management'. In the 90s,

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Can Ranking Employees Do More Harm Than Good? (added: 28-Jul-2005)
http://www.careerjournal.com/columnists/inthelead/20010516-inthelead.html
MANY CHIEF EXECUTIVES, from General Electric's Jack Welch to
Enron's Jeffrey Skilling and Ford's Jacques Nasser, swear by
the process. Many of their employees swear about it. There
are some serious drawbacks and concerns about ranking
employees as a method for improving performance. Learn more.

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Forced Ranking: Behind the Scenes (added: 28-Jul-2005)
http://www.conference-board.org/articles/atb_article.cfm?id=146
What really happens when managers sit down to rate employees
against each other. An article that makes a positive case
for force ranking of employees. We don't buy it.

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Managing the "c" performer: an alternative to forced ranking of appraisals
(added: 28-Jul-2005)
http://www.workinfo.com/free/Downloads/150.htm
When an effective performance management system is combined
with a compensation management process, the results can be
the same as those sought in a forced distribution system,
but without the negative effects. Instead of looking for a
crutch, organisations need to set clear expectations and
hold managers accountable for achieving them in addition to
tracking performance and providing coaching and honest
feedback. By doing so, the organisation's human resources
management processes will have integrity. After all, wasn't
that the objective all the time?

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Forced Ranking - the Right Way - Legal Implications (added: 28-Jul-2005)
http://www.fairmeasures.com/whatsnew/articles/new237.html
If ranking systems are not implemented properly, they can be
grounds for suit, usually on the basis of disparate impact.
That's alleged when the impact of the ranking falls
disproportionately on a particular group. Microsoft recently
was sued by minority and female employees, Ford Motor
Company by white males over 40, and Conoco by U. S.
citizens, all claiming that the way rankings were conducted
at their companies was discriminatory.

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Performance Appraisal and Employee Development (added: 28-Jul-2005)
http://www.mindsolve.com/theme/unforcedRanking.aspx
The increasing use of Forced Ranking in performance
appraisals puts this practice on a collision course between
management and employees. Management%u2019s strategic view
values the rigor and accuracy that Forced Ranking brings to
performance management, and the resultant honing of the
organization%u2019s employee performance. Employees,
however, often view the process as onerous and threatening,
and resist its imposition, sometimes to the extent of
litigation. Discussion of the process, but be aware that the
authoring company sells software to assist in the process.

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The Lessons of Ford's Forced Ranking Performance Review System (added:
28-Jul-2005)
http://www.shpclaw.com/updates/lessonsford.html
Ford's forced ranking system was implemented in January
2000, and ranked employees on a bell curve - that is, it
allowed for 10% of the company's employees to be given an
"A" rating, 85% a "B" rating, and 5% a "C" rating. Those who
were placed in the "C" category were ineligible for raises
and bonuses, and two "C" ratings in a row subjected
employees to demotion or termination of employment. The
lawsuits alleged that a disproportionate number of older,
white employees received "C" ratings in order to make room
for a younger, more diverse workforce. Earlier this year,
both class action lawsuits were settled for $10.5 million.
Learn about some of the real world problems and the court's
decision.

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Forced Ranking - For Whom the Bell Curve Tolls (added: 28-Jul-2005)
http://hbswk.hbs.edu/item.jhtml?id=2605&t=organizations
Performance appraisals used to be a way to reward employees.
Now so-called forced rankings are being used to lay them
off. But will you be sued if you use them?

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A Case For Dropping Forced Ranking Employee Appraisal Systems (added:
28-Jul-2005)
http://www.eprairie.com/news/viewnews.asp?newsletterID=6439
Let's get down to brass tacks. People are not race horses.
We are complex, multi-dimensional individuals who contribute
on a lot of different levels and interact in ways that
outstrip our individual contributions. All joking aside,
forced ranking is wrong because it's insulting and
dehumanizing.
It doesn't improve performance and it gives managers another
trumped-up shield against actually managing people. Tech
leaders should drop this antiquated, pet-psychic approach to
leadership like a hot potato. Quit ranking your workers and
start respecting what they bring to the table. If someone
isn't working, fire them.

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Forced Ranking and Age-Related Employment Discrimination - Human Rights
Magazine, Spring 2004 (added: 28-Jul-2005)
http://www.abanet.org/irr/hr/spring04/forced.html
Comprehensive discussion of employee forced ranking systems,
legal and ethical issues, and effectiveness. Highly
recommended.

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Novations Group Survey Uncovers Growing Disenchantment with Forced Ranking
Performance Management Systems (added: 28-Jul-2005)
http://www.novations.com/novations/go/rainbow/4045/en/DesktopDefault.aspx
Key findings from a study about forced rankings: 44 percent
of respondents felt that their company's forced ranking
system damages morale and generates mistrust of leadership.
This was even more pronounced for organizations employing
more than 25,000 people, with 54 percent noting this
repercussion.
47 percent perceived inequities in application of forced
ranking across departments, where some high performing teams
may be required to identify a "bottom 10 percent", and cut
them; while some low performing teams are still allowed to
retain 90 percent. For organizations employing more than
25,000 people, 62 percent felt this way.
43 percent thought forced ranking reduced collaboration and
teamwork, as the system encourages an environment of "each
person for him/herself." 49 percent of respondents working
in organizations with more than 25,000 employees noted that
their forced ranking systems resulted in expensive turnover
costs.

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Interim Performance Coaching (added: 29-Jul-2005)
http://www.performance-management.us/performance/interim.htm
This dynamic process is a fundamental component to effective
performance management. It works by assessing employee
achievement not only by the goals set before him or her but
by the circumstances under which the employee is working. By
its very name – coaching – this review process does not take
six or eight months to start working, but rather allows the
supervisor to take a hands on approach to his or her
workers, continually providing feedback that encourages the
employee in the strengths demonstrated as well as giving
constructive criticism in the areas that need improvement.

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Performance Coaching: The Missing Link to Level 3 Impact (added: 29-Jul-2005)
http://www.clomedia.com/content/templates/clo_feature_ls.asp?articleid=388&zonei\
d=63
For the purposes of this article, I define coaching as a
practice through which an individual supports the learning
or performance improvement of another individual through
interactive questioning and other means of active input and
support. A coach identifies performance gaps, wins
commitment to learning, constructs applied practice and
drives continual application and reflection to actually lift
competence. A coaching relationship is built on discipline
and trust. A coach is a change agent, responsible for
driving behavior and performance change in a supportive yet
demanding environment.

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Performance Feedback - Getting Past Avoidance in the Quest for Excellence
(added: 7-Aug-2005)
http://www.azspe.org/azdesigns/azdsgn6_99a.html
Excellent guide on the various kinds of methods that can be
used to provide employee feedback in the pursuit of better
performance. Covers mentoring, coaching, 360 and more.

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Giving Employee Performance Feedback: A Best Practices Approach (added:
7-Aug-2005)
http://www.abanet.org/nabe/newsletters/barexecutive/fall04/feedback2.html
Chances are that your organization has some type of employee
evaluation system. Chances also are that managers in your
organization need training and ongoing guidance from senior
management and/or Human Resources to consistently and
effectively administer this evaluation system. Even in
organizations without a formal system, chances are that
managers and supervisors require development in order to
effectively provide performance feedback. This article is
intended to impart information on best practices in
providing employees with feedback on their performance,
whether or not a formal evaluation system is used.

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Observation and Feedback (added: 7-Aug-2005)
http://www-hr.ucsd.edu/~staffeducation/guide/obsfdbk.html
Observing work performance and providing feedback about it
should be a routine part of the performance management
process. Feedback should be based on observed and/or
verifiable work-related behaviors, actions, statements, and
results. This type of feedback is called behavioral
feedback. Effective feedback helps the employee sustain good
performance, to develop new skills and to improve
performance when necessary.

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How to Give Good Feedback (added: 7-Aug-2005)
http://www.fastcompany.com/online/17/feedback.html
People won't get great at their jobs unless you do a great
job of giving them feedback. So why are performance reviews
the most hated ritual in business? Here's a five-point
program to improve your performance with reviews.

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Truth or Consequences: How to Give Employee Feedback (added: 7-Aug-2005)
http://www.lukor.net/business-employment/05021111.htm
Here the the ten most common errors managers make when
trying to provide effective feedback to employees. Learn to
avoid feedback pitfalls.

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Pitfalls of Constructive Feedback (added: 7-Aug-2005)
http://www.toolkit.cch.com/text/P05_7350.asp
There are some things that can stand in the way of effective
feedback. Some employment atmospheres are not open, and lack
of candor inhibits true communication, especially about
difficult issues. Remember, too, that criticism hurts. Avoid
these pitfalls to make your constructive feedback most
effective:

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Giving Constructive Feedback to Employees (added: 7-Aug-2005)
http://www.kellyscientific.com/eprise/main/web/us/ksr/en/js_mgmt_tips_feedback
Few leaders have mastered the art of meaningful and
effective feedback. It's not always easy to be the bearer of
good or bad news. But that's one of the responsibilities of
being the boss. Following are some tools that will help you
smooth off the rough edges

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Communicating the psychological contract: (added: 8-Aug-2005)
http://www.hrmj.com/guest.pdf
The concept of the psychological contract, with its focus on
the exchange of perceived
promises and commitments, is increasingly used as a
framework to study the
employment relationship. Yet research has predominantly
focused on employee views
and has largely neglected the organisational perspective and
the management of the
psychological contract. This article begins to redress the
balance by reporting a study,
based on a survey of 1,306 senior HR managers, that explores
the management of the
psychological contract and in particular the role of
organisational communication.

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Performance Management In (added: 8-Aug-2005)
http://content.healthaffairs.org/cgi/reprint/21/3/103.pdf
In its latest attempt to improve performance, the British
National Health Service
(NHS) has turned to the business models of performance
management. A range of
managerial instruments has been deployed, signaling national
priorities to local managers
and seeking to offer the information, incentives, and
capacity they need to respond appropriately.
The arrangements are intellectually coherent and offer the
prospect of major improvements
in the quality of British health care. However,
implementation is at an early
stage, and some key issues have to be addressed. The various
performance management
instruments have not yet been properly aligned, and greater
conceptual clarity in implementation
is required. Performance management will not be fully
effective unless adequate
capacity—in information, leadership, and managerial
resources—is made available.

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Effects of Introducing A Performance Management System On Employees' Subsequent
Attitudes and Effort (added: 8-Aug-2005)
http://www.ipma-hr.org/newsfiles/1999_3_taylor.pdf
A longitudinal evaluation was conducted on the effects of
introducing a performance
management system (PMS), which featured merit-based bonus
pay, on subsequent
employee attitudes and self-reported work effort in a small,
government organization.
Additionally, employees’ targets of blame for receiving
lower-than-expected
ratings were explored. A significant change in employees’
organizational commitment
occurred over the time that the PMS was implemented, with a
substantial
increase occurring within the performance planning/goal-
setting phase, followed by
a slight decay over the following year...

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Employee Performance Appraisal System Participation: A Technique that Works
(added: 8-Aug-2005)
http://www.ipma-hr.org/newsfiles/2003_1_roberts.pdf
Performance appraisal is one of the most complex and
controversial human resource techniques. Participatory
performance appraisal is an essential and proven attribute
of an effective performance appraisal system. This article
summarizes the conceptual foundation for participation
including its intrinsic motivational value, the expansion of
available information, and the opportunity to interject
employee voice. The moderating role of goal setting and
feedback in enhancing participation effectiveness is
outlined. The article concludes with factors that attenuate
the effectiveness of participation including lack of
training, absence of rater accountability strategies, and
organizational and supervisory resistance to honest
subordinate feedback.

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Effective Communication In The Performance Appraisal Interview - Face-To-Face
Communication for Public Managers In The Culturally Diverse (added: 8-Aug-2005)
http://www.ipma-hr.org/newsfiles/1999_2_kikoski.pdf
This article first restates and then extends a thesis about
the performance appraisal
process first published in this journal more than 15 years
ago—that the public manager’s
performance in the face-to-face encounter of “the appraisal
interview itself is the
Achilles’ heel of the entire process.” This 1983 article
held that many public managers
experience discomfort approaching the actual performance
appraisal interview and
difficulty in conducting it. For they usually are untrained,
and may even be unaware
of the scholarly work that has identified the skills that
make for more effective face-toface
communication. At that time, the published literature in
this area offered little
help to public managers, so the 1983 article presented six
specific “microcommunication
skills” to help public managers communicate more effectively
in the performance
appraisal interview.

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Designing Effective Performance Appraisal systems (added: 8-Aug-2005)
http://www.ctu.edu.vn/centers/cfl/teaching/ebooks/1.pdf
Reports that effective performance appraisal systems help
to create a motivated and committed workforce. To be
effective they require the support of top management to
show their commitment and to translate organizational
goals and objectives into personalized employee specific
objectives. Explains a framework for the implementation
of performance appraisal and in particular the need for
appropriate training for supervisors, raters and employees,
a system for the frequent review of performance, accurate
record keeping, a clearly defined measurement system,
and a multiple rater group to perform the appraisal.

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Coaching for Improved Performance: Avoiding Disciplinary Action (added:
8-Aug-2005)
http://humanresources.about.com/library/weekly/nosearch/nuc031903a.htm
Looking for a step-by-step coaching approach you can use to
help an employee improve his work performance? This approach
avoids the need for discipline and produces great results.
Since Robin submitted this article for publication, I asked
two managers in one of my client companies to use his
approach in talking with several employees who needed to
improve their performance. The meetings were positive and I
believe we will see their performance improve within the
ninety day agreement. Both managers were very comfortable
using Robin's recommended approach. Why don't you decide to
try it, too? You'll be happy you did.

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Provide Feedback That Has an Impact (added: 8-Aug-2005)
http://humanresources.about.com/cs/communication/ht/Feedbackimpact.htm
Straight talk and practical hints about how to deliver
performance related feedback to employees.

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Tips for Effective Coaching (added: 8-Aug-2005)
http://humanresources.about.com/od/coachingmentoring/a/coaching.htm
Managers can help employees improve or address performance
problems if they develop and use some basic coaching
techniques. This article presents some basic principle and
coaching techniques for managers

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Coaching as a Learning Tool (added: 8-Aug-2005)
http://www.pegasuscom.com/levpoints/coaching.html
Over the past several years, coaching has emerged as a
powerful new model for leadership and management. Because
coaching is a time- and cost-effective way to support the
learning process, it also can be an ideal tool for managers
wishing to build a participative learning culture. This
article describes four different models of coaching and
illustrates how each facilitates organizational learning.

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360-degree feedback: how to avoid a disaster (added: 8-Aug-2005)
http://www.workinfo.com/free/Downloads/71.htm
360 degree feedback is a tool that can have a positive
impact but can also create very negative outcomes. This
article explains the pitfalls and dangers of 360 and how to
avoid them.

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Appraisals - the right road but the wrong direction (added: 8-Aug-2005)
http://www.personnelzone.com/WebSite/WebWatch.nsf/ArticleListHTML/57C1EA40E68385\
7F80256F1D005332CB
Appraisals should form an intrinsic and fundamental part of
any business, nurturing personal development and helping to
align company strategy. In reality, the appraisal process is
often the most ineffective for both employer and employee.
Most of us fall down on the same key points %u2013 firstly,
the people conducting the appraisals are ill equipped to do
so, and are shoe-horned into using a system that they
haven%u2019t actually been trained to use properly.
Secondly, in most businesses they happen once or maybe twice
a year, so all the formal feedback we provide is condensed
into just one meeting. Consequently, the process is actually
quite stressful for everyone involved and largely
ineffective. And that surely misses the point entirely.

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Equity and Fairness in Quantitative Employee Rating Systems (added: 8-Aug-2005)
http://www.cpms.osd.mil/nspscomments/OL-10503002.pdf
In this article we accept that quantitative performance or
contribution assessment and salary assignment are used and
probably will continue to be used in various organizations.
Our goal is to point out equity and fairness concerns that
arise in practical implementation. This analysis uses
accounting mathematics and assessment techniques. VERY
TECHNICAL AND MATH BASED.

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Conducting Employee Performance and Development Evaluations (added: 8-Aug-2005)
http://www.dioceseofspokane.org/HR/Appendix%20II/EvaluationIntro.htm
In recent years there has been a shift away from the
traditional employee rating system -- which places emphasis
on the use of such ratings for administrative actions -- to
service ratings, which serve as a basis for counseling
employees regarding the improvement of their performance on
the job. For example, many personnel authorities believe
that disciplinary matters should be treated in terms of the
specific causes rather than in terms of a general service
rating program. The %u201Cnew look%u201D in employee
ratings emphasizes the use of performance evaluation as an
opportunity for the supervisor to give the employee a better
understanding of the job and what is expected of the
employee. The %u201Cnew look%u201D likewise provides an
opportunity for the employee to give input into the scope
and sequence of the tasks performed.

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Dead Man's Curve (added: 8-Aug-2005)
http://www.workforce.com/section/09/feature/23/47/39/
Forced ranking is a subject that makes many top managers
cringe. "I believe that the reason for the great reluctance
about talking about forced ranking," says Dick Grote,
founder and head of Grote Consulting Corporation in Addison,
Texas, "is that in our culture we have a bone-deep belief in
egalitarianism. That all people are essentially the same.
And one of the great advantages of forced ranking is that it
requires reluctant managers to actually identify the most
and the least talented members of the work group."

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Is your performance appraisal system free from bias? - Itpeople - Issue dtd :
30th August 2004 (added: 8-Aug-2005)
http://www.expressitpeople.com/20040830/cover.shtml
The performance appraisal system forms an integral part of
the employee development process in any organisation. It
reflects the ability of an organisation to define goals and
expectations from employees. A fair and ethical performance
appraisal process is essential for the company%u2019s well-
being and it plays a significant role in bringing out the
best in workers. Salary revision following a performance
appraisal is a great motivating factor and a fair
performance appraisal process goes a long way toward
reducing attrition rates.

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The Code at Microsoft: What Have You Done for Us Lately? (added: 8-Aug-2005)
http://www.businessweek.com/smallbiz/news/coladvice/book/bk990611.htm
Microserfs or Ubermenschen, no one rests on their laurels in
Redmond: Excerpts from The 12 Simple Secrets of Microsoft
Management

Robert Bacal - Strategic & Business Planning Resource Center at
http://work911.com/planningmaster