Managers’ Guide Evaluating Performance &

Employee Development

July / August 2015

Good Reasons for Performance Reviews

Reviews are an opportunity to recognize good work

A well-designed review provides an employee with valuable feedback

Reduces turnoverImproves the organizationRaises the bar on performance

expectations

2 Things an

Employee Wants to

Learn in an Appraisal1) “How am I doing?”

2) “What do I need to do to improve?”

Beforehand: Assign Your Employee Some Homework!

Self-rating Analyze goals achieved (or not)Contributions to the OrganizationPersonal/professional development

Preparing for an Appraisal: Timing

Pick a good time – like mid morning.

Reserve a large enough amount of time so the discussion isn’t hurried.

Never on a Friday – creates apprehension in the employee.

Never when you’ll be gone – as before a business trip when you’re not available for questions or clarification.

Where and What to Bring

Private place – no interruptions

Bring notes and examples

Have input collected from others and available for discussion

Appraisal form and paper for notes

Review ResponsibilitiesRating (Avoiding Traps!)AccomplishmentsAreas of ImprovementProfessional DevelopmentGoal Setting

The Meeting Agenda

Review Responsibilities◦If responsibilities have changed, it’s important to make sure you’re reviewing the employee’s job as it exists today.

◦This is an opportunity to make sure the employee is fully accountable for all job tasks.

The Meeting……

Rating◦Keep rating as simple as possible: don’t argue a 82% vs a 84.5%. This is difficult to quantify.

◦If an employee thinks that the rating automatically links to a corresponding pay action, he/she may be overly-focused on this number.

The Meeting…..

Remember to avoid common traps in rating employees:◦Halo/horns effect—evaluating someone

either entirely negatively or positively◦Recency error: pointing out only recent

examples of employee behavior – not summarizing entire appraisal period

◦Leniency error – being an “easy” evaluator – avoiding conflict

◦Central tendency – tendency to lump all employees in a comfortable “average”

The Meeting…..

Accomplishments: go over what’s been done well

The Meeting…..

Discussion – Areas of improvement◦Ask: “What could you have done better?”

◦“What helped or hindered you?”Note: this should not be the first time

your employee is hearing that he/she needs improvement!

The Meeting…..

Recommendations for professional development – training, seminars, job-shadowing, mentoring relationships, etc.

The Meeting…..

TRAINING & DEVELOPMENT

Employee’s and supervisor/departmental goals

The Meeting…..

Goals should be S.M.A.R.T.

SPECIFIC: Who, What, Where and/or Why

MEASURABLE: How you will evaluate goal has been met

ATTAINABLE: Challenging, yet feasible

RELEVANT: Fits the employee’s job scope and organization’s needs

TIME-BASED: Set realistic time frame

Encourage employee to contribute comments: try to keep an open-mind and not be defensive.

Think of the appraisal process as being “collaborative” not “confrontational”.

Finalize performance appraisal document with both employee’s and supervisor’s signatures.

Wrapping it Up

Closing Notes - Administration

Whether you call it a review, appraisal, or discussion, get it done no less than annually.

Send the original or scan it over to Human Resources for the official employee file (keeping a copy in the local working file.)

Be aware that any pay increase submitted to Payroll should have an appraisal attached.

Closing Notes – Admin #2

Once you are caught up with your performance reviews, try to set a schedule to do these twice per year.

A development discussion should happen mid-year and not be tied to a pay action.

If you have questions on performance appraisals: timing, format, feedback, or corrective action coaching, please contact HR prior to your employee meeting.

Location of Appraisal Documents on Company intranet – Snip It