How to Make a Performance Evaluation a Win-Win Situation
HR4Hire Blog September 2009
Our previous blog gave guidelines for preparing for a Performance Evaluation, whether formal Reviews or performance discussion memos. This blog covers the timing of, specifics of conducting, and critical considerations relating to Performance Evaluations.
When to Conduct a Performance Review
The timing of a Performance Review is important. HR4Hire suggests a formal one:
A. After the first ninety days of employment (or after ninety days in a new or restructured position.)
B. Once a year after the initial ninety day period, at a minimum.
A formal Performance Review should be in writing and follow a standard template. All employees in the same job categories should be reviewed using the same form. Employee Handbooks usually stipulate the when, and how often, a review is done. Failure to follow the Handbook can lead to employee relations problems and litigation.
Formal Performance Reviews can be done individually by both the supervisor and the employee and, at the actual meeting, differences can be discussed followed by a final sign-off by both parties. Alternatively, it can be done “top down” using the supervisors’ evaluation as the starting point for the performance discussion.
Performance Evaluations should also be done:
C. As often as is warranted by the job situation and the employee’s performance to provide timely feedback and correct problems.
D. Whenever an employee requests one.
These can either be done using the formal Performance Review form or can be written up in memo form as “Performance Discussions” which become part of the employee’s record.
Specifics of Conducting the Performance Review
Effective communication is a key to the process:
· Let employees know what the process is and by what standard they will be measured;
· Set aside time to conduct the performance evaluation in private;
· Let the employee know ahead of time when it will be conducted;
· Show the employee the form to be used and/or acquaint them with the process.
Strive to establish a “coaching” relationship in the performance evaluation process. Although the performance evaluation is intended to be a positive process, sometimes it is not. Every supervisor must be encouraged to evaluate every employee accurately. Where an employee’s performance is poor, the appraisal should so indicate, clearly and unequivocally.
Substandard performance, or even average performance, should not be described in such a way that the employee believes that his or her performance is better than that. Emotions or time constraints must not be allowed to affect or undermine the evaluation process. If an employee is terminated for poor performance, but all of his or her previous reviews were good or vague, the employee may cause you great difficulty in a wrongful termination lawsuit.
Performance Evaluation Considerations
Legislation and court rulings, especially in the Equal Employment Opportunity area, have identified the following red flags to be aware of when conducting performance evaluation:
· Be certain the rating criteria and standards selected are job-related.
· Supervisors must have been able to consistently observe the employee in performing assigned tasks.
· Supervisors must use the same rating criteria.
· Employees must be rated against standards rationally related to their job.
· Criteria used in rating employees must not be vague or subjective.
· All raters must understand what the rating criteria mean and have the interpersonal skills to effectively conduct the performance reviews.
· If an employee has more than one supervisor, the evaluation must be conducted with input from all involved.
Common Errors
Be aware of the following common errors that can distort the evaluation:
· Basing the review on the most recent behavior instead of the whole period of employment.
· Allowing irrelevant or non-job related factors, such as physical appearance, social standing, or personal habits to influence the evaluation.
· Failing to include unfavorable comments even though justified.
· Rating everyone as average.
· Allowing one aspect of the employee’s performance to distort the rest of the review.
· Permitting personal feelings to bias the review.
In Conclusion
· A Performance Review without a job description is a no-no. (Click here for guidelines from HR4Hire’s Job Description Blog.)
· Time taken to think about what and how you communicate is key.
· All documents relating to performance must be signed by relevant participants.
· Employees are entitled to view any documents in their personal file.
HR4Hire has performance review forms that allow one to zero in on critical skills and behaviors for both exempt and non-exempt employees.
If you would like to discuss your performance evaluation process, please email us at info@hr4hire.com or call 415-437-6755 or 707-935-3333.
Cordially,
Gae Shulman, President
HR4Hire
HR Intelligence Check:
What was the first federally mandated hourly minimum wage amount as stipulated by law in 1938, and what are the current federal and California hourly minimum wage amounts? (Note: some cities also have mandated hourly minimum wages for employees which differ than the federal and state amounts.)
A) 10 cents in 1938; $7.75 Federal; $8.25 State as of July 24, 2009
B) 15 cents; $7.00; $8.50
C) 20 cents; $7.50; $8.75
D) 25 cents; $7.25; $8.00
Answer to be given in next month’s blog!
Answer to previous blog’s HR Intelligence Check:
The correct answer was: A) Connecticut, Iowa, Maine, Massachusetts, New Hampshire, and Vermont
If you’d like to see the question this answered, please click here to read the Performance Communication and Evaluation Blog from August 2009
