“Report Cards” for Employees
Employee performance reviews can be one of the most effective motivators ever devised or a terrible de‑motivating exercise for both you and the employee. My intent here is to help you be an effective performance appraiser and to keep these sessions from becoming negative episodes of trauma. Appraisals should ACTUALLY motivate…. really… believe it!
Everyone needs performance feedback! There is no reason to assume that there is anyone in the world who doesn’t need or want some way to know if he is making progress in his life or job. All people, all cultures, look for ways to assess their progress. So do your employees.
When to Give Formal Appraisals and Why
No employee should go more than two to four weeks without hearing something about how they’re doing. This sounds good, but is made difficult by most managers. It is made difficult because performance feedback can be hard work and most managers look for the easy way out which is to not give feedback at all.
The formal review, like terminations or promotions, should only be the culmination of a “process.” This means that formal reviews shouldn’t be the only feedback the individual receives between annual appraisals. When the formal appraisal is given, there should be no surprises. In other words, the employee should know where he stands in your judgment at most times. If he doesn’t, the review can surprise or shock him with areas that concern you that he was not aware of. This shock can produce confusion, frustration and worse–‑resentment towards you!
This resentment towards you is because the employee will conclude that you didn’t care enough to make the effort to guide him earlier and there are few management situations more difficult to deal with than an employee who thinks you don’t care. From that point on, he’ll listen to very little you have to say during a formal appraisal. The good points that you want to communicate to help him progress will be lost as he focuses on your failing.
Employees should be given formal evaluations twice a year. This may entail more work for the manager, but it forces both manager and employee to be organized. Appraisals done once a year is not often enough. People forget, and formal reviews 12 months apart don’t impart the same sense of urgency.
Between the two reviews, the manager should be dropping into the employee’s file notes of positive aspects and those that need correction. These performance notes are a reminder of what may have been a brief oral feedback. They are indispensable when it comes time to complete the appraisal form. Often, at review time, you can’t always think of the areas to improve (the “halo effect”) or those to reinforce. Also, if someone needs a comment in either area, the best way to prove the point is with an example. If you tell an employee he needs to work on interpersonal skills, but you can’t remember some examples, it’s unlikely they’ll agree.
Agreement is vital. Simply reading what’s written without employee understanding and belief accomplishes nothing. Without examples, your employee will see you as an impulsive person who puts very little effort into helping him develop skills.
A performance evaluation needs to be an inspiring and motivating picture in time. Employees should leave with a positive air of confidence to continue doing the good things and with goals of improving in the other areas.
All too often, performance appraisals become traumatic for both parties because of the attitudes of both individuals and lack of preparation by the manager. Proper preparation will give the manager confidence in the review presentation.