National Institute of Business Management

Chennai - 020

SECOND SEMESTER EMBA/MBA

Subject : Business English

1.Explain the process of Communication.

Ans:-Communications is fundamental to the existence and survival of humans as well as to an
organization. It is a process of creating and sharing ideas, information, views, facts, feelings, etc.
among the people to reach a common understanding. Communication is the key to the
Directing function of management.

A manager may be highly qualified and skilled but if he does not possess good communication
skills, all his ability becomes irrelevant. A manager must communicate his directions effectively to
the subordinates to get the work done from them properly.

Communications Process

Communications is a continuous process which mainly involves three elements viz. sender,
message, and receiver. The elements involved in the communication process are explained below in
detail:

1. Sender

The sender or the communicator generates the message and conveys it to the receiver. He is the
source and the one who starts the communication

2. Message

It is the idea, information, view, fact, feeling, etc. that is generated by the sender and is then
intended to be communicated further.

3. Encoding

The message generated by the sender is encoded symbolically such as in the form of words,
pictures, gestures, etc. before it is being conveyed.

4. Media
It is the manner in which the encoded message is transmitted. The message may be transmitted
orally or in writing. The medium of communication includes telephone, internet, post, fax, e-mail,
etc. The choice of medium is decided by the sender.

5. Decoding

It is the process of converting the symbols encoded by the sender. After decoding the message is
received by the receiver.

6. Receiver

He is the person who is last in the chain and for whom the message was sent by the sender. Once the
receiver receives the message and understands it in proper perspective and acts according to the
message, only then the purpose of communication is successful.

7. Feedback

Once the receiver confirms to the sender that he has received the message and understood it, the
process of communication is complete.

8. Noise

It refers to any obstruction that is caused by the sender, message or receiver during the process of
communication. For example, bad telephone connection, faulty encoding, faulty decoding,
inattentive receiver, poor understanding of message due to prejudice or inappropriate gestures, etc.
 (Source: businessjargons)

Types of Communication

1. Formal Communication

Formal communications are the one which flows through the official channels designed in the
organizational chart. It may take place between a superior and a subordinate, a subordinate and a
superior or among the same cadre employees or managers. These communications can be oral or in
writing and are generally recorded and filed in the office.

Formal communication may be further classified as Vertical communication and Horizontal

communication.

Vertical Communication
Vertical Communications as the name suggests flows vertically upwards or downwards through
formal channels. Upward communication refers to the flow of communication from a subordinate to
a superior whereas downward communication flows from a superior to a subordinate.

Application for grant of leave, submission of a progress report, request for loans etc. are some of the
examples of upward communication. Sending notice to employees to attend a meeting, delegating
work to the subordinates, informing them about the company policies, etc. are some examples of
downward communication.

Horizontal Communication
Horizontal or lateral communication takes place between one division and another. For example, a
production manager may contact the finance manager to discuss the delivery of raw material or its
purchase.

Types of communication networks in formal communication:

 Single chain: In this type of network communications flows from every superior to his
subordinate through a single chain.

 Wheel: In this network, all subordinates under one superior communicate through him only.
They are not allowed to talk among themselves.

 Circular: In this type of network, the communication moves in a circle. Each person is able
to communicate with his adjoining two persons only.

 Free flow: In this network, each person can communicate with any other person freely.
There is no restriction.
  Inverted V: In this type of network, a subordinate is allowed to communicate with his
immediate superior as well as his superior’s superior also. However, in the latter case, only
ordained communication takes place.

2. Informal Communication

Any communication that takes place without following the formal channels of communication is
said to be informal communication. The Informal communication is often referred to as the
‘grapevine’ as it spreads throughout the organization and in all directions without any regard to the
levels of authority.

The informal communication spreads rapidly, often gets distorted and it is very difficult to detect the
source of such communication. It also leads to rumors which are not true. People’s behavior is often
affected by the rumors and informal discussions which sometimes may hamper the work
environment.

However, sometimes these channels may be helpful as they carry information rapidly and, therefore,
may be useful to the manager at times. Informal channels are also used by the managers to transmit
information in order to know the reactions of his/her subordinates.

2. Explain the guidelines to overcome barriers to communication.

Ans:- Barriers of Communication: This far we have seen what we mean by the process
of communication. But, at times even after taking care of every other detail some misunderstandings
arise. So, to eliminate these misunderstandings, we have to understand the most common barriers
to effective communication. Let us see what these Barriers of Communication.

Barriers To Effective Communication

The process of communication has multiple barriers. The intended communique will often be
disturbed and distorted leading to a condition of misunderstanding and failure of communication.
The Barriers to effective communication could be of many types like linguistic, psychological,
emotional, physical, and cultural etc. We will see all of these types in detail below.

Linguistic Barriers

The language barrier is one of the main barriers that limit effective communication. Language is the
most commonly employed tool of communication. The fact that each major region has its own
language is one of the Barriers to effective communication. Sometimes even a thick dialect may
render the communication ineffective.
As per some estimates, the dialects of every two regions changes within a few kilometers. Even in
the same workplace, different employees will have different linguistic skills. As a result, the
communication channels that span across the organization would be affected by this.

Thus keeping this barrier in mind, different considerations have to be made for different employees.
Some of them are very proficient in a certain language and others will be ok with these languages.

Psychological Barriers

There are various mental and psychological issues that may be barriers to effective communication.
Some people have stage fear, speech disorders, phobia, depression etc. All of these conditions are
very difficult to manage sometimes and will most certainly limit the ease of communication.

Emotional Barriers

The emotional IQ of a person determines the ease and comfort with which they can communicate. A
person who is emotionally mature will be able to communicate effectively. On the other hand,
people who let their emotions take over will face certain difficulties.

A perfect mixture of emotions and facts is necessary for effective communication. Emotions like
anger, frustration, humour, can blur the decision-making capacities of a person and thus limit the
effectiveness of their communication.

Physical Barriers to Communication

They are the most obvious barriers to effective communication. These barriers are mostly easily
removable in principle at least. They include barriers like noise, closed doors, faulty equipment used
for communication, closed cabins, etc. Sometimes, in a large office, the physical separation between
various employees combined with faulty equipment may result in severe barriers to effective
communication.

Cultural Barriers of Communication

As the world is getting more and more globalized, any large office may have people from several
parts of the world. Different cultures have a different meaning for several basic values of society.
Dressing, Religions or lack of them, food, drinks, pets, and the general behaviour will change
drastically from one culture to another.

Hence it is a must that we must take these different cultures into account while communication. This
is what we call being culturally appropriate. In many multinational companies, special courses are
offered at the orientation stages that let people know about other cultures and how to be courteous
and tolerant of others.
Organisational Structure Barriers

As we saw there are many methods of communication at an organizational level. Each of these
methods has its own problems and constraints that may become barriers to effective
communication. Most of these barriers arise because of misinformation or lack of appropriate
transparency available to the employees.

Attitude Barriers

Certain people like to be left alone. They are the introverts or just people who are not very social.
Others like to be social or sometimes extra clingy! Both these cases could become a barrier to
communication. Some people have attitude issues, like huge ego and inconsiderate behaviours.

These employees can cause severe strains in the communication channels that they are present in.
Certain personality traits like shyness, anger, social anxiety may be removable through courses and
proper training. However, problems like egocentric behaviour and selfishness may not be
correctable.

Perception Barriers

Different people perceive the same things differently. This is a fact which we must consider during
the communication process. Knowledge of the perception levels of the audience is crucial to
effective communication. All the messages or communique must be easy and clear. There shouldn’t
be any room for a diversified interpretational set.

Physiological Barriers

Certain disorders or diseases or other limitations could also prevent effective communication
between the various channels of an organization. The shrillness of voice, dyslexia, etc are some
examples of physiological barriers to effective communication. However, these are not crucial
because they can easily be compensated and removed.

Technological Barriers & Socio-religious Barriers

Other barriers include the technological barriers. The technology is developing fast and as a result, it
becomes difficult to keep up with the newest developments. Hence sometimes the technological
advance may become a barrier. In addition to this, the cost of technology is sometimes very high.

Most of the organizations will not be able to afford a decent tech for the purpose of communication.
Hence, this becomes a very crucial barrier. Other barriers are socio-religious barriers. In a
patriarchal society, a woman or a transgender may face many difficulties and barriers while
communicating.
3.Describe in detail the classification of Communication.
Ans:-Communication may be classified into several categories on the following basis:

1. On the basis of Organizational structure or relationship:

(a) Formal communication.

2. On the basis of How or direction:

a) Downward communication.

b) Upward communication.

c) Horizontal or lateral or sideward communication.

d) Diagonal communication.

3. On the basis of methods or media used or expression:

(a) Written communication.

(b) Oral communication.

(c) Gestural or non-verbal communication.

These categories of communication are illustrated in the following chart:

A. On the Basis of Relationship or Organizational Structure:

1. Formal Communication:
Formal communication is that which takes place through the formal channels of the organization
structure deliberately and consciously established by the management. It implies the flow of the
information along the lines of authority formally established in the enterprise.

Members of the enterprise are expected to communicate with one another strictly as per channels
laid down in the structure. For example, when the chief executive issues decisions and
instructions to the subordinates, there is a formal communication which flows downward. In the
same manner formal communication flows upward when the subordinate reports to the superior.

Such communications are generally in writing and may take any of the following forms:
(i) Policy manuals

(ii) Procedural and rule books

(iii) Memoranda papers and orders

(iv) Official meetings

(v) Interviews, etc.

B. On the Basis of Flow or Direction:

1. Downward Communication:
Communication between a superior and subordinate is known as vertical communication.
Vertical communication may be downward vertical communication or upward vertical
communication. Downward communication means communication which flows from a superior
to a subordinate. It follows the line of authority from the top to the bottom of the organization
hierarchy. Downward communication is a must in any organization.

It is needed:
(i) To get things done;

(ii) To prepare for changes;

(iii) To discourage lack of understanding and suspicion; and

(iv) To let the members of the organization develop feeling of pride of being well-informed
about all organizational matters.

The important examples of downward communication are:

(i) Notices

(ii) circulars

(iii) Instructions

(iv) Orders

(v) Letters

(vi) Memos

(vii) bulletins

(viii) Handbooks

(ix) Annual reports

(x) Loudspeaker announcements and

(xi) Group meetings, etc.

2. Upward Communication:
Upward communication means the flow of information from the lower levels of the organization
to the higher levels of authority. It passes from subordinate to superior as that from worker to
foreman, from foreman to manager, from manager to general manager and from general manager
to the chief executive or the board of directors. It includes opinions, ideas, suggestions,
complaints, grievances, appeals, reports, etc.

Upward communication is very important as it serves as the feedback on the effectiveness of

downward communication. Management is able to know how well its policies, plans and
objectives are followed by those working at lower levels of the organization. It keeps the
management informed about the progress of the work and difficulties faced in performance. On
the basis of upward communication, the management revises its plans and policies and makes
further planning.
Upward communication is needed:
(i) To create receptiveness of communication;

(ii) To create a sense of belongingness through active participation;

(iii) To evaluate the effectiveness of communication;

(iv) To increase morale of employees;

(v) To make improvements in managerial decisions :

(iv) To co-ordinate efforts and

(vii) To know ideas of each individual in the organization.

The important examples of upward communication are:

(i) Reports

(ii) Meetings

(iii) Interviews

(iv) Conferences

(v) Letters

(vii) Complaints

(vii) Suggestions

(viii) Surveys

(xi) Union publications and

(x) Grapevine, etc.

3. Horizontal, Lateral or Sideward Communication:

The transmission of information and understanding between people on the same level of
organization hierarchy is called the horizontal communication. This type of communication is
also known as lateral or sideward or crosswise communication. Usually, it pertains to inter-
departmental communication, i.e. the communication between two departmental managers
working at the same level of organization or among subordinates working under one boss.

Horizontal communication speeds up information and promotes mutual understanding. It enables

the managers working at the same level to exchange information and co-ordinate their activities
without referring all matters to the higher level of management. As shown in the diagram of
Flows of Communication, supervisor a will often communicate with supervisor B for co-
ordination and integration of various activities. Such communication is essential in all
organizations.

The horizontal communication is generally of an informal nature. Whenever a departmental head

requires some information from another departmental head, he tends to contact him directly.
However, this type of communication can be oral or written.

4. Diagonal Communication:
The transfer of information between people who are neither in the same department nor on the
same level of organization hierarchy is called diagonal communication. For example, when the
Assistant Marketing Manager communicates with the accounts clerk directly, it is the case of
diagonal communication. This type of communication increases the organizational efficiency by
speeding up information and cutting across departmental barriers.

C. On the Basis of Media or Expression:

The term communication media refers to the medium used in the transmission of message and
mutual understanding. Words, pictures and actions are the media used for exchanging
information and understanding between different persons. The most important medium through
which communication takes place is the words. Pictures in the form of charts, models or blue
prints and gestures such as smile, silence, twinkling of eyes etc., are used to make the
communication effective. The communication, purpose, audience, qualities of the communicator
and the situation must be considered in selecting the media of communication.

The various media of communication have been studied as under:

1. Written communication

2. Oral communication

3. Gestural or Non-verbal communication.

1. Written Communication:
Communication through words, may be in writing or oral. Written communication implies
transmission of message in black and white. It includes diagrams, pictures, graphs, etc. Reports,
policies, rules, procedures, orders, instructions, agreements, etc. have to be transmitted in writing
for efficient running of the organization.

Written communication ensures that everyone concerned has the same information. It provides a
permanent record of communication for future reference. Written instructions are essential when
the action called for is vital and complicated. To be effective, written communication should be
clear, concise, correct and complete.

It may take the following forms:

(i) Reports

(ii) Circulars

(iii) Magazines

(iv) Manuals

(v) Memoranda

(vii) Newspapers

(vii) Pictures, diagrams, graphs, etc.

(viii) Agreements
(ix) Rule and Procedure books

(x) Orders

(xi) Instructions

(xii) Notice Boards, etc.

Improving Written Communication:

Written Communication may be improved by using the following tips:
(i) Using simple words and phrases

(ii) Use short and familiar words

(iii) Give illustration and examples, use charts

(iv) Use short sentences and paragraphs

(v) Avoid unnecessary words

(vi) Putting the things forcefully

(vii) Appropriate style suiting the message.

Advantages of Written Communication:

(i) It ensures transmission of information in uniform manner, i.e. everyone concerned has the
same information.

(ii) It provides a permanent record of communication for future reference.

(iii) It is an ideal way of transmitting lengthy messages.

(iv) It ensures little risk of unauthorized alteration in the messages.

(v) It is the only means of exchanging information at distant places even beyond telephonic
range,

(iv) It tends to be complete, clear, precise and correct.

(vii) It can be quoted as a legal evidence in case of any disputes.

(viii) It is suited to convey message to a large number of persons at one and the same time.

Disadvantages of Written Communication:

(i) It is expensive.
(ii) It is time consuming.

(iii) It becomes difficult to maintain secrecy about a written communication.

(iv) It is rigid and does not provide any scope for making alterations for inaccuracies that might
have crept in.

(v) It is very formal and lacks personal touch,

(vi) It encourages red-tapism and involves so many formalities.

It may be interpreted in a different manner by different people.

It often becomes lengthy, when messages are conveyed in writing.

2. Oral Communication:
Oral or verbal communication implies the conveying of message through spoken words. It is face
to face communication between individuals and includes communication through telephone,
intercom and public speech, etc. In every organization, a great deal of information is exchanged
orally and it is generally preferred to written communication. Theo Haimann pointed out, “the
human voice can impart the message with meaning and shading which even long pages of
written words simply cannot convey.” The important feature of oral communication is that real
meaning is conveyed by manner or tone of the voice or the facial expressions of the
communicator and the communicate.

It may take the following forms depending upon the need and situation:
(i) Face to face talks.

(ii) Telephonic conversation,

(iii) Interviews.

(iv) Meetings,

(v) Lectures.

(vi) Conferences,

(vii) Symposiums.

(viii) Radio talks, T.V. and cinema shows,

(ix) Joint consultations,

(x) Announcements, etc.

Advantages of Oral Communication:
(i) It is less expensive or economical as compared to written communication.

(ii) It is quicker and saves in time.

(iii) It is more effective than written communication.

(iv) It establishes a personal touch and leads to greater understanding.

(v) Misunderstanding or doubts can be removed then and there.

(vi) Immediate reaction, motivation or response of the receiver can be taken,

(vii) It is more flexible and the messages can be changed to suit the needs and response of the
receiver.

(viii) It provides as the only means of conveying messages in times of emergencies.

Disadvantages of Oral Communication:

Oral communication has the following limitations or drawbacks:
(i) It is less reliable.

(ii) It is influenced by self-interest and attitude of the people.

(iii) Oral communication has the tendency of being distorted.

(iv) It provides no record for future reference.

(vi) It is not suitable for lengthy message.

(vii) It does not provide sufficient time for thinking before conveying the message.

(vii) It has language problems, one may mean to convey something, but due to his way of
speaking, it may convey something else.

(viii) It cannot be used to communicate with people scattered over distant places.

3. Gestural or Non-Verbal Communication:

Communication does not mean merely written or oral messages. It includes everything that may
be used to convey meanings from one person to another, e.g., movement of lips or the wink of an
eye or the wave of hands may convey more meaning than written or oral words. Expression
through body parts is known as gestural or non-verbal communication.

It includes facial expression, movement of lips, wink of an eye, nodding of heads, movement of
hands, a sense of humour or a mere silence, etc. Gestural communication is also known as
 ‘Gesticulation’ and is frequently used as a supplementary method of communication. It helps of
make communication effective.

4.Explain the pressure of writing a performance review.

Ans:-In this guide, we’ll find 10 practical steps that can be used to improve the performance
management processes at our organization.
1. Set Goals Effectively
Goals are the basis of an effective performance management process. There are two key
elements to consider when developing goals. First, are goals written clearly and objectively?
Second, are they directly contributing to the achievement of business strategy?
Typically, the process begins with departmental managers setting goals for their departments,
based upon organization-wide goals, which support the general business strategy. Making
departmental goals accessible to all managers ensures there is no overlap, reduces conflict, and
allows members of different departments to see where they support each other and ensure they
are not working at cross purposes. Each manager in turn shares the overall goals with his/her
department and meets with employees to identify individual performance goals and plans.
When setting goals, key job expectations and responsibilities should act as the main guide and
reference. Goals should be set that not only address what is expected, but also how it will be
achieved. For example, the "what" covers quality or quantity expected, deadlines to be met, cost
to deliver, etc. The "how" refers to the behavior demonstrated to achieve outcomes, for example,
focus on customer service. In addition, some organizations choose to include competencies
within performance expectations, to reinforce the link to business strategy, vision and mission.
An accepted framework to use to help write effective goals is SMART:
 S – Specific
 M – Measurable
 A – Achievable/Attainable
 R – Results-Oriented/Realistic/Relevant
 T – Time-Bound
The inclusion of the above criteria results in a goal that is understandable and easily visualized
and evaluated. Making a goal specific, measurable, and time bound contributes to the ability to
make progress on the goal and track that progress. Some managers choose to further define goals
with a start and finish date with milestones in between. As we have mentioned, goals must be
achievable and realistic. An unachievable goal is just that. An employee knows when he/she does
not stand a chance of reaching it, and their effort to achieve the goal will be affected. In addition,
goals must reflect conditions that are under the employee's control and the R's (results oriented,
realistic and relevant) should definitely consider these conditions. Sometimes the focus on the
outcome of the goals can overshadow the necessary steps to achieve them. Action plans to
support each goal can include documentation of the steps necessary to achieve a goal. By
keeping goals relevant, a manager reinforces the importance of linking to strategic objectives and
communicating why the goal is important. Some organizations have suggested the use of
SMARTA, or SMARTR with the additional A standing for aligned and the R standing for
reward.
A focus on objective, behavioral-based, and observable outcomes that are job-related helps
ensure fairness of the process and reduces discrepancy. Although sometimes difficult to hear,
objective feedback supported with regular documentation is difficult to dispute. This is also
where an understanding of the organization's overall objectives and goals and how individual
efforts contribute becomes essential. If for example, an individual understands that their actions
support an area of the business then it is easier to understand the impact when deadlines are not
met. Using the SMART framework provides clarity up front to employees who will be evaluated
against these goals.
2. Begin with Performance Planning
Using established goals as a basis, performance planning sets the stage for the year by
communicating objectives, and setting an actionable plan to guide the employee to successfully
achieve goals.
Performance planning, as with all other steps, is a collaborative process between the manager
and employee, although there will always be some elements that are non-negotiable. Begin with
the job description and identify major job expectations; expectations then can be clarified for
each major area.
Under each key contribution area, it is important to identify long-term and short-term goals,
along with an action plan around how they will be achieved. Goals can be weighted to identify
priorities. Discuss specific details related to how progress against goals will be evaluated. Next
steps include determining any obstacles that would stand in the way of these goals being
achieved. If an obstacle is knowledge, skills or behavior – a plan should be developed to
overcome, i.e. training, mentoring, etc.
Using the performance plan as a reference document, the employee and manager then should
regularly monitor progress against goals, problem-solve road blocks, re-assess goals, change
goals as business direction changes, and re-evaluate training and resource needs. This is where
the conversation is critical and often where the follow-through sometimes falls down.
Performance planning and ongoing performance feedback are critical because they facilitate
continuous improvement and aid open communication.
3. Create an Ongoing Process
Performance management – including goal setting, performance planning, performance
monitoring, feedback and coaching – should be an ongoing and continuous process, not a once or
twice-yearly event. Feedback that is delivered when it is most relevant enhances learning and
provides the opportunity to make any adjustments needed to meet objectives. The attitude
towards ongoing feedback is also crucial. If there is organizational support for building
constructive feedback into the fabric of day-to-day interactions, then the environment will
encourage development and drive goal-directed performance improvement.
4. Improve Productivity Through Better Goal Management
Regular goal tracking allows for the opportunity to provide feedback as needed, make
adjustments to performance plans, tackle obstacles and prepare contingencies for missed
deadlines. Without a mechanism to regularly track progress against goals, the ongoing, cyclical
nature of the process falls apart and productivity dips.
Goal progress discussions, along with all performance feedback, should be delivered with respect
and should be objective and supportive. Specific examples provide clarity and help the employee
focus on future improvements. It is crucial that the manager listens to the employee's perspective
and incorporates the employee's observations into future plans – the employee often experiences
roadblocks the manager may not see.
5. Gather Information from Multiple Sources
Gathering performance information from a variety of sources increases objectivity and ensures
all factors impacting performance are considered. This information should include objective data
like sales reports, call records or deadline reports. Other valuable information includes: feedback
from others, results of personal observation, documentation of ongoing dialogue, records of any
external or environmental factors impacting performance. Many reviews also include an
employee self-evaluation. Other documents that help define performance objectives include: past
performance appraisals, current departmental and organizational objectives and documented
standards related to career goals.
In order to gather feedback from other employees, organizations will often use a 360° feedback
process. Along with the completion of a self-assessment, selected peers, subordinates, and
manager(s) are asked to contribute feedback around pre-identified areas. The feedback is based
upon specifically identified skills or competencies and the final results are compared against the
employee's self-assessment. This type of feedback increases self-awareness and in some cases is
used to support the performance evaluation process.
Objectivity is essential when evaluating performance and it begins with clarity about job
expectations and evaluation methods. Certain checks and balances can be built in to ensure
objectivity. Managers commonly make mistakes when they conduct evaluations and the first step
to minimizing those errors is to acknowledge they exist. Consistent processes organization-wide
contribute to fairness and objectivity. Access to information allows others to check the validity
of the process. Obviously, not all employees need access to other employees' performance
appraisal results, but processes like calibration meetings will help ensure consistency. In the
calibration process, managers with employees in similar positions meet and discuss the
appraisals before they are finalized and shared with the employees. A calibration meeting helps
establish the reasons individuals are awarded various performance rankings, educates managers
about the process across the organization and promotes consistency. It also provides validation
for manager's decisions, if appropriate.
Reporting is very valuable to assess the fairness and consistency of the process. For example, it
can be used to compare ratings from one division to the next or from one manager to the next.
People analytics and technologies like machine learning are also helpful in removing bias from
performance appraisals and evaluation.
6. Document
Note-taking must be consistent and include all significant occurrences, positive or negative.
Documentation is important to support performance decisions, and notes should be written with
the intent to share. In addition to documenting the details of an occurrence, any subsequent
follow up should be detailed.
The performance log is a record that the manager keeps for each employee and is a record of
performance "events." The maintenance of a performance log serves a number of purposes. The
manager can record successes or performance that requires improvement. When it comes time to
complete the appraisal, the manager has a historical record of events and will not have to rely on
recent memory. In addition, this documentation can be used to support performance decisions or
ratings. But it also can be used as a reminder for the manager – if the log has no recordings for a
period of time, perhaps it is time to check in. If an employee does exceptionally well, or meets
deadlines consistently, the log can be used as a reminder to provide recognition for a job well
done. In addition, if a manager notices an area of deficiency, the log can serve as a reminder and
a record of circumstances. The performance log can also act as a reminder for coaching, i.e.
record of upcoming tasks, manager can make note to discuss with the employee to ensure he/she
is prepared for the individual for a task ahead, and then follow up discussion can promote
learning and continuous improvement.
This log should be objective and based on observable, job-related behaviors – including
successes, achievements and, if applicable, any documentation related to disciplinary actions
taken.
7. Prepare and Train Your Managers
Managing the performance of another individual is not an easy task and requires many skills.
Training may be required to ensure managers feel adequately prepared to effectively complete all
the tasks related to performance management. This is especially the case for newly promoted
supervisors. Managers need to understand human behavior, how to motivate, how to develop,
provide coaching and deal with conflict. To a great extent, managers must be observers and able
to assess a situation, provide motivation and identify problems that interfere with performance.
In addition, managers must understand that individuals at different levels of comfort, ability and
experience with their jobs will require different levels of input, support and supervision. A
manager who feels adequately prepared to provide and receive feedback, deliver a performance
evaluation and conduct a performance evaluation meeting will be a major contributor to a
successfully functioning process.
8. Perfect the Performance Review
The employee performance appraisal or review should be a summary of all that has been
discussed. Based upon job expectations and key areas of contribution, and previously discussed
goals and evaluation methods, the appraisal should be a written confirmation of what has already
been discussed with the employee.
The form should include key job responsibilities, current project work, relevant competencies,
goals and achievements. Previously completed performance appraisals should be used as
reference documents. It should also contain an area to allow employees to record their comments
and input. All comments included on the appraisal form need to be job-related and based upon
observable behaviors.
For the appraisal meeting, it is imperative to prepare ahead of time. Schedule an appropriate
place and time with no interruptions. Ensure the employee has the information necessary to
allow them to prepare adequately. Begin the discussion with job requirements and strengths/
accomplishments. The focus, as pointed out previously, should be forward looking. The way the
manager approaches this meeting conveys a message related to its importance and should be
approached with the appropriate level of seriousness and an open mind. The manager must be
prepared in regard to what he/she wants to discuss, but just as importantly must be prepared to
listen.
Many suggest that it is important to first define the purpose of the meeting and provide an
agenda. A factual discussion with a focus on job-related behaviors will keep the discussion
objective. At the end of the meeting, key points should be summarized. It is important to note
that the employee will be asked to sign the appraisal, whether or not there is agreement.
9. Link Performance with Rewards and Recognition
More and more, organizations are linking performance to compensation. This link, however,
cannot effectively be established without the existence of sound performance management
processes that are seen as fair and equitable.
Clear documentation of progress against performance expectations also allows proper
recognition for a job well done. This can be provided a number of ways, i.e. formal recognition
events, informal public recognition or privately delivered feedback.
It is important also to note the benefits of a consistent pay-for-performance process across the
organization. A consistent process creates a sense of fairness and significantly increases job
satisfaction. Employees need to know that if an individual in one department is identified as a
top performer and compensated accordingly, then an employee performing at the same level in
another department will receive similar rewards.
10. Encourage Full Participation and Success
The performance management process must add value, otherwise problems with resistance and
non-participation will surface. In addition, the process itself must be as efficient and simple as
possible. Automated reminders and scheduling tools can help keep the process on track.
Another element that contributes to success is upper-level management support. This support
needs to take not only the form of verbal support, but also through participation in the same
performance management process for evaluations. In addition, consider the current culture of
your organization when it comes to performance appraisals and performance management. Is the
atmosphere supportive of an effective process? Is there a culture of open, honest communication
– or are employees fearful when they make a mistake? Employees must be able to honestly
discuss performance and consider how to make improvements in order to move forward.

**********