Rating Supervisor Opportunities To Get Maximum Benefit From The PPR Process

Rating Supervisor Opportunities
To Get Maximum Benefit From The PPR Process

Attach a copy of position description to planning form

Explain to the employee that he’ll be held responsible for all aspects of his job when you rate—not just the planning expectations. (ex. Position description, Policies and Procedures manual, training manual, all verbal and written communications regarding job duties.) A lot of employees don’t understand this!

Have the employee keep his own "Kudo" file.

Conduct planning updates and informal rating sessions throughout the rating year.

Communicate, Communicate, Communicate throughout the year.

Document that communication took place.

Remember that the employee is being rated for the entire rating period. Don’t lose sight of this and only consider the performance of the past few months prior to rating time. Big mistake!

Do not wait until the last minute to rate an employee. Ouch!!! You can get burned.

Take two copies of the rating form into the rating session. Write and initial any changes. Employee and Rating Supervisor sign both copies; each leaves with a copy. How easy is that?

Get your forms completed, sessions conducted, and forms into your H.R. office well ahead of the anniversary date. That way, if there are problems with your forms, H.R. may have time to return them to you for corrections before the deadline.

Conduct "unofficial" closeout ratings if an employee leaves your supervision and it isn’t within the window of opportunity for the official rating; conduct an official rating if it is within the window of opportunity for rating.

If your supervisor requires you to submit your subordinates’ planning and rating documents to him for his review, you should do so before you conduct the session, so that any differences of opinion can be resolved before you conduct the session. Once the session is rendered, signatures affixed, and copies given, the rating is official.

And yes—your supervisor CAN ask to see these documents—how else will he know how to rate YOUR performance at rating time?