Ken Chapman & Assoc.
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Performance Management / Discipline

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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