In honor of President’s Day, I thought it’d be fun to take the Performance Appraisal process to the West Wing.
Each day this week, I will be discussing the art of communicating performance reviews while applying the theme of my favorite February holiday: President’s Day.
This series of posts will lead you through the performance review process by appraising several US Presidents. Please excuse any anachronistic references and the general impossibility of the task at hand.
Which President would you like to see subjected to Performance Appraisal? And what would you say to them if you were appraising their performance? Please get in touch and let me know!
Goals of Presidential Performance Appraisals
Prudent employers should always try to recruit and retain two-term Presidents wherever possible, and release those who are considered impeachment risks. In order to achieve these goals, performance appraisals (whether stellar or poor) should be conducted on a regular and timely basis (i.e., perhaps every January 20) and in a fair manner. As with any paperwork related to personnel actions, performance appraisals should be properly documented.
Appraising Franklin Roosevelt (First Term)
Known to chums as FDR, Franklin has great team spirit and regularly leads his co-workers in karaoke renditions of “Happy Days Are Here Again.” Recruited during a depressive economy, Franklin is eager to succeed and exudes optimism. As a supervisor, Franklin is an astute labor negotiator and has built a number of impressive coalitions with labor unions. He also displays a keen understanding of employee benefits and spearheads improvements in retirement benefits (i.e., Social Security).
Franklin shows considerable potential, but a number of architectural barriers hinder his access to the workplace. Because you offer telecommuting as a reasonable accommodation, Franklin frequently works from his Hyde Park, New York home. (As a diligent employer, you are careful not to restrict telecommuting or otherwise fail to provide a reasonable accommodation in a way that would result in an employee’s performance suffering).