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of strengths and weaknesses, and can put employees on the defensive. It fosters an atmosphere of competitiveness rather than excellence.
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Salary increases, bonuses, promotion opportunities are directly connected with the appraisal. Ideally, these matters are kept separate from performance appraisals.
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The performance evaluation is used as an opportunity to discipline employees or address work rule violations (e.g., lack of attendance, punctuality, etc.), which should be addressed separately from a performance review meeting.
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Performance appraisals are too often used to document performance issues that should have been addressed throughout the year. Or, the results of performance appraisals are ignored the rest of the year.
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Overworked supervisors may make hasty judgments based on recent performance, not the entire year's.
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What is measured is irrelevant to real work performance and does not differentiate true levels of quality. In other words, there may be lots of data, but no real information.
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Self-evaluation is not valued or often-enough used in the performance appraisal process. An evaluation done without access to an employee's self-evaluation will be missing important information.
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The process is tedious and dull—just
another project to get done—rather than creative, vital and truly
informative.
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Evaluations of Value
Evaluations of value contain both elements of review and discovery. In these, managers can work with their people to set short-term and long-term objectives that benefit both company and employee. Education and training goals, as well as opportunities to work with a coach, also would be examined. Understanding employees' professional goals enables managers to lead and guide them in more targeted and meaningful ways.
When we focus on developing the employees we supervise, we give the gift of recognition and support, a gift that will return in the form of enhanced performance and benefit to the company. Here are a few recommendations on writing and giving an evaluation of value:
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Keep track of performance over the course of the year with a log. This is the place to note memorable incidents involving the individual, such as overtime worked beyond expectations, unexplained absences, extra efforts on behalf of the company. Give immediate feedback in situations where warranted and note such feedback in the log. This log is a legal document and is not the place for venting frustration about an employee.
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Find a time and place to write without interruption. Hold in your mind as you proceed an image of the person you are evaluating. Write up your appraisal of the employee based on objective observation. If you solicit input from others in the company, request facts, not opinions.
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