| When the time for employee performance evaluation | | | | numbers. |
| comes around, it spells of a lot of work and stress. | | | | The better way to handle this is by getting the |
| Many evaluations have to be prepared and more | | | | employees to do performance self evaluation. Provide |
| stressful is the part when your team member argues | | | | them with the appropriate forms in which they will |
| on what you have documented. | | | | document their performance rating for each of the |
| There is an effective and easy way to do this if you | | | | areas documented in the performance plan. Notes will |
| can plan your activities towards this exercise. It will | | | | need to be made to support the rating. |
| normally stretch over a period of a year or the | | | | You will notice that when people do self evaluation, |
| duration of a project. | | | | they typically will not go overboard on how they rate |
| 1. Do Performance Planning At The Beginning | | | | their performance. Even if they started off this way, |
| At the beginning of the year or the project period, | | | | as they write the supporting comments, reality will set |
| prepare a performance plan. List the various areas | | | | in. |
| that the employee will work on and what are the | | | | This is also where the periodic reviews play a big part. |
| expected results. | | | | These reviews would have set the level of |
| This will include both objective and subjective | | | | expectations against which the results are evaluated. It |
| measures. Sales value achieved or number of | | | | takes away the possibility of the employee not having |
| customer contacts made are examples of objective | | | | clearly understood the performance plan. |
| measures. Providing guidance to colleagues will be a | | | | You can then do the final employee performance |
| subjective measure. | | | | evaluation based on the self evaluations submitted. |
| 2. Do Periodic Performance Reviews | | | | The basic documents are already written for you. You |
| For an annual performance period, it is best to do | | | | only need to edit any changes and get them all |
| quarterly reviews. It is important that at least one | | | | formatted to a given standard. |
| review is done mid-way before the final evaluation. | | | | It will be less stressful and argumentative during the |
| This applies to both annual reviews and shorter | | | | review with the employee because of all the earlier |
| projects. | | | | steps you have taken. |
| Evaluating employee performance periodically is key to | | | | While focusing on doing employee performance |
| the success of the final evaluation. You will find that | | | | evaluations the easy and effective way, note that |
| the review gives an opportunity for both employee | | | | there are other benefits to be gained both by you and |
| and manager to get a similar level of understanding of | | | | the employees. |
| what is expected of the employee. This will make your | | | | As a manager or supervisor, you get the opportunity |
| final evaluation less argumentative and less stressful | | | | to inform in writing what is expected of the employee. |
| as expectations are better understood. | | | | Right at the beginning, any differences of expectations |
| It also provides an opportunity for the employee to | | | | are cleared. During the periodic employee performance |
| make appropriate changes in how he is doing his work. | | | | appraisals, any deviations are caught so that |
| To find out that he is not doing it correctly at the final | | | | adjustments can be made to help achieve the planned |
| evaluation is way too late. | | | | objectives. |
| These reviews should also be documented as a | | | | Both these activities provide the manager an |
| reference both to the manager and the employee. | | | | opportunity to coach and guide the employee. The |
| 3. Do The Final Employee Performance Evaluation | | | | manager has played the role of the coach and the |
| Some managers tend to write the final reviews on | | | | employee gets on-the-job guidance and feedback. |
| their own. This is not only time consuming, but typically | | | | Employee performance management through these |
| you will find that the employee can get argumentative | | | | evaluations can be done the easy and effective way. |
| on the areas where the evaluation is not very good. | | | | It also provides a sense of satisfaction and |
| This applies more to subjective measures. While | | | | achievement when you find that it also leads to a |
| objective measures may not face exactly the same | | | | better working relationship with the employees. You will |
| difficulties as they are numeric, you will find that some | | | | also find performance improving because of the |
| employees will argue that the situation and | | | | methodical way of setting targets, guiding and |
| circumstances were not conducive to achieving the | | | | measuring. |