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Dear Workforce Should You Commit to a Raise During a Review

For real success, try reversing the traditional process, making the performance management and appraisal processes employee driven.
November 19, 2000
Related Topics: Performance Appraisals, Dear Workforce

Dear Workforce:

I am looking for guidelines for managers to conduct year-end performanceappraisals for their staff. What should be included in them besides feedback,review and future goals? Should they commit for a certain salary raise andpromotion or should this not be a part of the performance review?

-- Uzma Siddiqui

A Dear Uzma:

Feedback is better received when it is solicited by the employee, rather thangiven as justification for a salary action, so a salary discussion may or maynot be part of this process. For real success, try reversing the traditionalprocess, making the performance management and appraisal processes employeedriven:

  1. The employee and manager should discuss who will provideperformance feedback and come to agreement on the questions they will be asked.

  2. In the actual review, allow the employee to interview his or hermanager for performance feedback, listening and taking notes, not answering ordefending. Be direct and respectful with feedback. Remember that this is aperson who is doing what she or he thinks is right, and whose performance youmay want to improve.

  3. Then, together, you can discuss accomplishments and set goals forfuture performance. Allow the employee to identify areas for improvement anddevelopment.

  4. Ask the employee how you can improve as a manager, for example,"What can I do to be more helpful to you?"  "What should Icontinue to do as a manager?" "What would you like me to do less of,and what should I do more of?"

This process is more respectful of employees.  It is not a"superior" evaluating a "subordinate;" it is a professionaland valued team member taking responsibility for his or her performance andimprovement. There is more ownership of the process and results, and theemployee is more likely to value the feedback and less likely to feel lessdefensive.

Take the time to talk and listen to your employee’s questions, perceptions,and ideas. Time and attention communicate value. When you do not take time totalk with employees, you are communicating that they are not important to you,whether you intend to or not.

For more information, including sample appraisals, try the PerformanceAppraisal category of the Research Center.

SOURCE: Susan Gebelein, Executive Vice Presidentfor Minneapolis-based PDI.

E-mail your Dear Workforce questions to Online Editor Todd Raphael at,along with your name, title, organization and location. Unless you stateotherwise, your identifying information may be used on andin Workforce magazine. We can’t guarantee we’ll be able to answerevery question.


 The information contained in this article is intended to provide useful information on the topic covered, but should not be construed as legal advice or a legal opinion. Also remember that state laws may differ from the federal law.

If you have any questions or concerns about, please email or call 312-676-9900.

The Workforce fax number is 312-676-9901.

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