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Tips On Conducting A Performance Evaluation
Conducting appraisal meetings can be challenging for any manager. Providing feedback (especially negative comments) is difficult and sensitive. The following discussion summarizes a few of the keys to conducting a successful evaluation.
Manager's Preparation
Start Easy: Begin with your easiest appraisal - your best employees. Remember John Dillinger's advice: "Before you rob your first bank, knock off a couple of gas stations."
No Major Surprises: Good supervisors provide ongoing feedback throughout the year. This isn't the time to discuss significant problems or institute new corrective action.
Focus on Just a Couple of Issues: Ask: What are the most important things that would improve this employee's performance? Identify a few key actions on which to concentrate.
Example:
- 2 areas of strength you wish to continue. Reinforce them. Don't forget to discuss what the employee is doing well.
- 2 areas that need immediate improvement or are good but could be better.
- 1 area for future development.
Employee Input: Review the employee's self appraisal (if you utilize self appraisals). Additionally review past conversations you've had with the employee.
Review Past Appraisals and Documents: Review past appraisals and any goals that were set. Review any notes you've kept on employee performance and any disciplinary actions taken.
Potential Concerns: Identify concerns or problems.
Setting: The setting should be private, uninterrupted, and without pressing time constraints. How and where you conduct the appraisal communicates to employees how much you value (or don't value) the appraisal process.
Additional Manager: Have another party (HR or another manager) present if you anticipate serious employee misperceptions, disagreements, or if you are dealing with a poorly performing employee.
Interview Agenda
While this discussion assumes that the Company uses self-appraisals and goal setting, it can be easily modified for those who don't.
Set the "Scene": Establish a conversational climate and restate the purpose of interview. Summarize the appraisal process. Explain company mission, vision.
Purpose: Creates safe, productive atmosphere. Shares information, sets framework. Shares company information.
Employee's View First: Let the employee discuss his/her factor ratings (self-appraisal) first.
Purpose: Provides input, increases communication.
Present Your Views: Compare employee's and manager's ratings, noting differences.
- Focus on results and behaviors - not the person. Example: "Sales were down 5%" vs. "Don't you care that sales were down?"
- Shoot straight, be direct and honest. Highlight the best examples you have to support especially high or low ratings.
- Don't argue or debate the evaluation. "We basically disagree on..." vs. "Well you're wrong Frank, I've been here a lot longer than you and I can tell you that this is poor performance."
Purpose: Focus on issues, gather input, provide manager's viewpoint.
Allow for Discussion: Allow for venting and emotions.
Discuss Goals: Discuss goal ratings (employee's and manager's). Review differences.
- Set and weight goals for new period.
- Ensure that employee understands goal expectations and standards.
Purpose: Clarify issues and create understanding. Provide focus, makes clear what is important. Check for employee comprehension.
Provide Opportunity for More Input: Ask for employee input, suggestions, and complaints.
Purpose: Keep communication channels open.
Sum Up: Summarize discussion. Emphasize the positive. Review overall expectations.
- Build on strengths, not weaknesses. Weaknesses, mistakes, and performance difficulties must be talked about and documented for performance improvement and also for potential legal concerns. BUT, to increase performance and ultimately production, the supervisor should build on a foundation based on the employee strengths. Use the strengths to overcome the weaknesses.
Purpose: Focus on where you'll make the most progress. Clarity check. Highlight important issues.
Seek Commitment: Seek commitment and understanding. It is not so important that an employee agree with her appraisal, as it is that she understands it.
Purpose: Promote employee buy-in and commitment.
Leave on a High Note and Provide Psychic Income: Recognize, reward, and provide positive reinforcement.
Purpose: Motivation.
Follow-up: Performance management is ongoing. Don't "put the appraisal on the shelf."
Purpose: Appraisals are powerful tools if integrated into day-to-day activities.
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