Otherwise intelligent managers may not realize that they're implementing people-strategies that are doomed to fail, especially when conducting . Beware of these two all-too-common examples:
Focusing too much on recent history. To prepare for, analyze performance over the entire time frame by keeping consistently good records. Because our brains are constructed to assume the near future will mirror the near past, we may place undue emphasis on the employee's most recent performance (good or bad) while neglecting what happened many months ago.
Overdosing on the "good." Sure, it's tempting to assign "good" or even "excellent" ratings to pretty much everyone on your team. This will help you breeze through your appraisals, but you'll be sorry later. Not only will you lack proper documentation forif you opt for probation and termination down the road, but you'll encourage mediocrity as middling performers assume they're doing fine.