Team Performance Management: Performance Appraisal / Evaluation Phase
© Copyright Carter McNamara, MBA, PhD, Authenticity Consulting, LLC. Adapted
from the Field Guide to Leadership and Supervision in Business and
Field Guide to Leadership and Supervision for Nonprofit Staff.
Strongly Suggested Pre-Reading
Team Performance Management: Performance Planning Phase
Approaches to Doing Team Performance Appraisal
As in our description of team performance planning, we will continue with our example of the IT Department. So at this point in our example, a performance plan has already been developed for the team.
9. Conduct ongoing observations and measurements to track performance.
The team’s supervisor would monitor the percentage of uptime of the computers.
- In a progressive approach, this would also occur, and any indications that performance was not at the preferred level (as collaboratively decided by the supervisor, team and internal customers) would promptly be discussed with the team.
- In a more traditional approach, an objective assessment tool would be used to evaluate the performance of the team. Here are a variety of online assessment tools. The progressive approach might combine an online tool with the supervisor’s monitoring.
10. Exchange ongoing feedback about performance. Feedback is information relevant to how well results are being achieved. Useful feedback is timely, feasible and understood. Ideally, feedback addresses the key activities to improve or reinforce performance. Usually, the larger the number of sources sharing feedback, the more accurate is the depiction of the team’s activities. In our example, the team’s supervisor and the lead member of the team, as well as key contacts in the internal customers’ areas, would regularly share feedback about the quality of uptime.
- In a progressive approach, this would also occur, as the sharing of feedback is extremely important.
11. Conduct a performance appraisal (sometimes called a performance review).
A performance appraisal (or review) includes documentation of desired results, standards of performance, progress toward achieving the results, how well they were achieved, examples indicating achievement, suggestions to improve performance and how those suggestions can be followed. Traditionally, there is an annual meeting to discuss the appraisal.
In our example, the appraisal should include input from the supervisor of the team and key personnel from the internal customers served by the IT Department.
- In a progressive approach, performance review documentation and meetings would occur more than once a year in order to remain relevant to any changes in the goals of the organization, customers and team. Any review meetings would not include any surprises for team members, as any concerns about performance would have been addressed as soon as they occurred.
12. If performance meets or exceeds the desired performance standards, then reward the team for their performance. In our example, the team members may get a letter of recognition, increased compensation or a promotion.
- In a progressive approach, arrangements to tie compensation to performance might be agreed upon between the supervisor and team members. See The Pros and Cons of Tying Compensation to Performance Reviews.
Next, see Team Performance Management: Development Planning Phase.
Learn More in the Library’s Blogs Related to Performance Appraisals for Employees, Teams, Processes and Organizations
In addition to the articles on this current page, see the following blogs which have posts related to Appraisals for Employees, Teams, Processes and Organizations. Scan down the blog’s page to see various posts. Also see the section “Recent Blog Posts” in the sidebar of the blog or click on “next” near the bottom of a post in the blog.
For the Category of Performance Management:
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