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Areas to Be Covered > Previously Set Performance Objectives - Pg. 120

120 P ERFORMANCE A PPRAISALS : S TRATEGIES FOR S UCCESS tives, and the employee's career development plan. Stated another way, two areas of focus have to do with what has already taken place, and the other two areas have to do with what is yet to come. Throughout the process, the manager's role should be that of a facilitator. Past Performance Many managers erroneously believe that past performance should receive the greatest degree of attention in the appraisal meeting. Indeed, some man- agers view this as an opportunity to dwell on what the employee has done wrong. However, talking about past performance should take the least amount of time. If the manager is performing his or her coaching and coun- seling duties effectively throughout the year (Chapter 2), then nothing said during the appraisal meeting will come as a surprise to the employee. The employee should essentially know from the outset how he or she is going to be evaluated. The manager can use the appraisal meeting as an opportunity to enhance his or her review with input from the employee via a self-evalua- tion, and/or supplemental information from others as a result of a 360- degree review (both discussed in earlier chapters). This, in turn, should result in a two-way dialogue, with the employee being encouraged to ask questions and freely express himself or herself, both verbally and nonver-