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Performance Evaluation Tips
Copyright © All rights reserved
By Ken Chapman, PhD
Ken Chapman & Associates, Inc.
As a Leader, I want employees to
be evaluated on the basis of job performance alone.
Employees who are engaged in regular dialogue with
management about their own performance and the company’s performance are
more satisfied with virtually every aspect of their jobs. They’re more
loyal. They’re more innovative. And they’re more likely to stay with the
company. Employees perform better with fewer problems when they are treated
with dignity and respect.
Performance Evaluation Tips
Giving
evaluations can be difficult. Some employees react to criticism
defensively. And, sometimes, no one understands what merits a positive
evaluation. If your employees feel that you take it easy on some of them
while coming down hard on others, resentment is inevitable. Avoid these
problems by following these rules:
Be specific:
When you set goals and standards for your
employees, spell out exactly what they will have to do to achieve them. For
example, don't say "work harder" or "improve quality." Instead, say
"increase sales by 20% over last year" or "make no more than three errors
per day in data input." Similarly, when you evaluate an employee, give
specific examples of what the employee did to achieve -- or fall short of --
the goal.
Give deadlines:
If you want to see improvement, give
the employee a timeline to turn things around. If you expect something to
be done by a certain date, say so.
Be realistic:
If you set unrealistic or impossible
goals and standards, everyone will be disheartened -- and will have little
incentive to do their best if they know they will still fall short. Don't
make your standards too easy to achieve, but do take into account the
realities of your workplace.
Be honest:
If you avoid telling an employee about
performance problems, the employee won't know that he or she needs to
improve. Be sure to give the bad news, even if it is uncomfortable. Tell
the truth with compassion.
Be complete:
Write your evaluation so that an outsider
reading it would be able to understand exactly what happened and why.
Remember, the evaluation just might become evidence in a lawsuit. If it
does, you will want the judge and jury to see why you rated the employee as
you did. Make sure you keep clear and accurate records.
Evaluate
performance, not personality: Focus
on how well (or poorly) the employee does the job -- not on the employee's
personal characteristics or traits. Remember, employees want to be
evaluated on their performance only.
Listen to your
employees: The evaluation process
will seem fairer to your employees if they have an opportunity to express
their concerns. Ask employees what they enjoy about their jobs and about
working with the company. Also ask about any concerns or problems they
might have with Management. You'll gain valuable information, and your
employees will feel valued and welcomed. In some cases, you might even
learn something that could change your evaluation.
For more information about
Ken Chapman and Associates’ Leadership Development Programs, contact Ken
Chapman at 205.366.0265 or email Ken at
kchapman@leaderscode.com.
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