“Each success only buys an admission ticket to a more difficult problem. ”

Henry Kissinger

EPPRR Do’s and Don’ts

Do's

Don’ts

	Measure what is important-not what is easy to measure
	Involve employees in development of the Critical Results
	Determine how to monitor performance
	Keep it simple - clearly identify expectations - be specific
	Set expectations based on the position, not the person
	Develop EPPRRs that are flexible enough to allow for changes
	Determine the desired goals and accomplishments of the work unit
	Determine individual accomplishments that will support work unit goals
	Convert expected accomplishments into Critical Results
	Make Critical Results reasonable and objective
	Create incentives to be top performers
	Initiate performance actions when justified
	Conduct progress reviews

	DON’T include conduct issues, traits, attitudes, compliance, routine activities, life or death matters or every performance output or personality characteristics
	DON’T include activities, tasks, duties, busy stuff
	DON’T include skills, knowledge and abilities
	DON’T write absolute performance standards (Standards requiring perfection)
	DON’T use work processes as a Critical Result
	DON’T write narrative except in the Critical Results, progress reviews, or rating sections
	DON’T use backward standards (negative performance, i.e., requires assistance more than 50% of the time; fails to meet deadlines; performs work inaccurately)
	DON’T write Critical Results that you do not believe to be critical to the successful accomplishment of the job
	DON’T wait until the EPPRR close-out to decide an employee is going to fail a Critical Result.

Contents

Why Appraise Performance?

Why Don't Some Employees Perform

Understanding the EPPRR Form

Conduct, Performance, and EPPRRS

Ways to Motivate High Performers

Writing Critical Results

EPPRR Do's and Don'ts

Credits/Intro