As a project manager for a large construction company, Kevin decided to make the performance appraisal process as painless as possible for his crew. He spent a considerable amount of time creating performance standards he felt were reasonable, and after six months’ time, he scheduled individual appointments with each worker to discuss strengths and weaknesses and areas that needed improvement according to the standards he privately set. Some employees were sent to vestibule training, and one even got a promotion with additional compensation. What did Kevin fail to do correctly? Provide a pleasant environment for the appraisal such as a restaurant setting. Dismiss at least 10% of the work crew. Communicate the performance standards to the employees so they know what is expected. Copy the HR department on all the results, within 24 hours of each appraisal

Performance standards are the accepted levels of performance by an employee on the job. They should be based on the position and tasks, and not the individual. They should specify indicators of success for each skill within a competency map and illustrate “what a good job looks like”.

In setting performance standards and evaluating actual performance of subordinates against the set standards, it is a good practice to communicate the standards' requirements to those who will be evaluated on them.

The communication of performance standards enables the manager to obtain desired outcomes, improve employees' performances, and develop new skills, in the employees and herself.