3.5Evaluation & performance management
The essentials in 30 seconds
- What + how: quantified results AND behaviours (values, methods), weighted and written — one without the other is dangerous.
- SMART + continuous: 3-5 co-built, reviewed objectives, short monthly feedback — the annual records, the continuous corrects.
- Plan before sanction: diagnosis, PIP (objectives, support, timeline), close follow-up, documented decision.
Threaded mini-case — Amira leaves all-annual behind
Amira's yearly appraisals arrive as surprises: vague objectives, a single yearly feedback, recency bias. She switches to continuous: 3 co-built SMART objectives, 5-minute monthly feedback, written criteria. For a struggling salesperson, she builds a documented PIP instead of sanctioning on impulse. Last episode of cases 3.1-3.4 — Amira drives instead of recording.
Last episode of cases 3.1-3.4 — Amira drives performance instead of recording it.
1. Appraise the what and the how
Performance is the what (quantified objectives met?) AND the how (values, collaboration, methods?). A salesperson who sells by lying is not performing: appraise both, weighted and written down.
The “how” alone is subjective, the “what” alone is dangerous: Amira writes both before rating anyone.
2. Objectives, feedback and underperformance
Set 3-5 objectives (neither 1 nor 15), measurable, co-built (imposed = endured), reviewed if context changes. Feed with short monthly feedback (1 strength, 1 improvement): the annual records, the continuous corrects.
Facing underperformance, diagnose (skill? resources? motivation?), frame a PIP (improvement plan: objectives, support, timeline), track closely then decide (confirmation or processed exit). Sanctioning without a plan loses on substance and form — have every measure validated by a lawyer under local law.
🔎 Concrete example — 🔎 Hands-on example — A PIP that saves (or decides fairly)
Real support, dated timeline, owned decision.
Observation: objectives partly met 2 quarters (dated facts).
Diagnosis: method (no follow-ups) + tool (CRM unmastered).
PIP: CRM training + weekly follow-ups, 15-min weekly tracking, dated timeline.
→ confirmed if recovered | processed exit if failed, clean file.Result: a fair decision, backed by facts and real support.
Reflex: document every step (form is substance).
Section vocabulary
- Performance management
- An approach aligning individual contributions with organisational objectives and supporting everyone's progress.
Simple example: Amira links everyone's 3 objectives to the team direction.
What it is not: a surprise rating set once a year.
Reflex: link every objective to the collective direction.
- SMART objective
- A Specific, Measurable, Achievable, Relevant and Time-bound objective, a clear benchmark for appraisal.
Simple example: “10 follow-ups per week for 2 months” rather than “do better”.
What it is not: a vague wish with no measure and no deadline.
Reflex: test every objective on all 5 letters.
- Continuous feedback
- Regular feedback on work throughout the year, more effective than the annual review alone.
Simple example: 5 monthly minutes: 1 strength, 1 improvement, 1 action.
What it is not: 11 months of silence followed by a verdict.
Reflex: a short monthly ritual, no exceptions.
- Appraisal bias
- Distorted judgement (halo effect, leniency/severity, recency) skewing appraisal.
Simple example: Judging on the last month only: recency bias.
What it is not: a written, measured objective criterion.
Reflex: judge the whole period, on facts, with known criteria.
- Recognition
- Valuing contributions (positive feedback, thanks, progression) fuelling engagement.
Simple example: Amira names one successful contribution every month.
What it is not: a bonus paid without a word of explanation.
Reflex: recognise on the spot, precisely.
In practice — Hands on — Set up fair appraisal
- Set clear, SMART objectives, co-built with the employee.
- Introduce continuous feedback rather than concentrating everything on the annual.
- Appraise on objective criteria and factual examples, listening to the employee.
- Watch biases (halo, leniency/severity, recency) and link appraisal to development.
Ready-to-say script — 5-minute monthly feedback
“This month, your strength: your Tuesday follow-ups, which unlocked two files. The improvement: structuring your reports so we can reread them without calling you. What action shall we set for next month?”
Say it every month: 1 precise strength, 1 actionable improvement, 1 co-decided action.
Copy-paste template — performance + PIP sheet
OBJECTIVES (3-5, SMART, co-signed): _______________
WHAT (results): ___ | HOW (behaviours): ___ | WEIGHT: ___
MONTHLY feedback on ___: 1 strength ___ / 1 improvement ___
PIP IF GAP: diagnosis ___ / support ___ / timeline ___ / tracking ___Very small business / tight budget
With no tool: 3 objectives on one page, 5 monthly minutes per person, handwritten written criteria.
SME in Algeria
Amira schedules objectives and feedback around real pace (peaks, leave) without dropping regularity.
Sales role
Weight figures AND methods: ban the sale that damages reputation, even when it pays.
Sensitive case
Document every step and have every measure validated by a lawyer under local law.
✓ Best practices
- Appraise what AND how, weighted and written.
- Give short monthly feedback, not a yearly verdict.
- Build a documented PIP before any sanction.
✗ Common pitfalls
- Judging only the what (promoting effective liars).
- Speaking only once a year (surprise effect).
- Sanctioning with no diagnosis and no documented plan.
Key takeaways
- Performance aligns contributions with objectives and supports progress.
- It rests on SMART objectives, regular tracking and fair appraisal.
- Trend: continuous feedback rather than one dreaded annual review.
- Unfair appraisal (bias) demotivates durably; link it to development.
48h challenge — apply it tomorrow
Write 3 SMART objectives with 1 team member, give 1 five-minute feedback (1 strength, 1 improvement) and schedule the monthly ritual.
- I can explain what + how without hesitating.
- I can phrase a co-built SMART objective.
- I have launched monthly feedback or a documented PIP.
Frequently asked questions
Is the annual review enough to manage performance?
Less and less: waiting twelve months to correct is too late, biased by recent facts and dreaded on both sides. Continuous feedback adjusts fast and recognises on the spot; the annual becomes a simple no-surprise summary (formalise, step back, set objectives).
How do you make an appraisal truly fair?
Through objective criteria known in advance (SMART), factual examples over the whole period, listening to the employee, watching biases (halo, leniency/severity, recency, judging the person) and crossing perspectives for important decisions. Perceived unfairness durably damages motivation and trust.
A salesperson exceeds targets by lying; Amira rates on gut feeling once a year. What was missing?