| Performance assessments are exactly what they | | | | The employee should be clear about how they are |
| sound like: they are an evaluation of how employees' | | | | going to be measured at the outset of the |
| are currently performing on the job and a plan for | | | | assessment period - this will forestall any excuses |
| making any necessary improvements. Performance | | | | later on down the line, the most common being: "no |
| assessments are an essential tool in the Human | | | | one told me about what was expected of me". |
| Resources arsenal as they provide data for other | | | | - Provide clear, unambiguous feedback about |
| departmental functions (compensation, position | | | | performance at least two or three times a year (if you |
| determination, employee training, and employee | | | | can do it more without being overly annoying, the |
| development, etc). So how does one perform a | | | | better). Cite examples of positive and negative |
| performance assessment? Here are three tips on | | | | behaviors and discuss metrics that you are using to |
| how to conduct a performance assessment: | | | | track the achievement of the employee's goals. |
| - Make sure you have set out the expectations for the | | | | - Identify employee development needs - discuss with |
| employee regarding what she or he is expected to | | | | the employee the steps they need to take to improve |
| achieve. This can be in the form of a job description, a | | | | their skills, knowledge, and abilities to perform better in |
| set of job duties, or SMART goals (Specific, | | | | this job and, if necessary, maybe prepare for the next |
| Measurable, Achievable, Relevant, and Time bound). | | | | one. |