2. BECAUSE GOOD EMPLOYEES DESERVE TO KNOW, AND SO DO THE BAD. Performance Evaluations

3. Why are performance evaluations important?

4. Promotion

5. Training Needs

6. Disciplinary Action

7. Career Goals

8. Advantages & Disadvantages of Performance Evaluations

9. Career Development Performance evaluations allow supervisors to help employees with career development. Performing an unbiased evaluation can point out where employees are excelling and the areas needing improvement. After the evaluation is complete, supervisors can develop plans with specific tasks to help employees develop in their career and meet goals that benefit the department. Evaluations can help employees increase their commitment to the department and productivity. Employees that add value to the department are considered first when better positions open up and the Chief decides who to promote.

10. Work Achievement Recognition Performance evaluations also give supervisors a chance to recognize employees who performed well during the evaluated year. Recognizing employees for their achievements builds morale, and employees with high morale are more productive. They also provide the employee tangible evidence that shows that the company values their hard work. Employees can list achievements received by an employer as awards on their resume if they are ever looking for another job.

11. Evaluator Bias A disadvantage of performance evaluations is that the supervisor evaluating the employee may show bias to certain employees, which may happen intentionally or unintentionally. It has been seen in studies that some managers show unconscious favorability towards employees that possess similar characteristics to themselves. Bias causes managers to focus more on the personality and style of the employee instead of their actual achievements. This can result in good employees feeling slighted, which may cause tension in the workplace. Bias also affects the favorable employee because he or she may miss much-needed guidance to improve his or her performance.

12. One-Sided Another disadvantage is that the meeting can result in a one-sided conversation. Although a supervisor may give the employee opportunities to offer feedback, some managers already make up their mind about an employee and are not open to two- sided dialogue. If the performance review is one sided, employees may feel as if their opinions do not matter. This may cause the employee to shut down and refuse to communicate with management in the future. Supervisors should listen to feedback presented by employees, and correct evaluations if employees make valid points.

13. Challenges of Employee Performance Evaluations

14. The Matthew Effect One of the challenges to overcome when giving a performance evaluation is known as the “Matthew Effect”. The Matthew of Bible fame wrote, “To him who has shall be given, and he shall have abundance: but from him who does not have, even that which he has shall be taken away”. There has been evidence found in studies of what has become known as a “disruptive bias” in performance evaluations: no matter how hard an employee worked to improve, his or her past appraisals would prejudice any chance for future improvement. Supervisors can overcome this, if the supervisor is aware of the bias and are willing to adjust their performance evaluations accordingly.

15. Perceived Unfairness In a 1986 study at Ohio State University it was found that incentives can have dysfunctional effects. They saw that when incentives and rewards are based on performance, workers became “finely attuned to issues of fairness,” and any system that is perceived as unfair can cause real problems for the organization.

16. Excessive Criticism It’s a challenge to avoid coming off as overly critical. Positive encouragement and affirmation are crucial to worker performance. Constructive feedback can take place only in the environment of caring and listening. Ideally, kudos shouldn’t occur only during a performance evaluation, rather, they should be given immediately, when earned. Employees should always be aware of how their employers regard their performance at all times during the year.

17. 5 Steps to Giving an Effective Evaluation

18. Step 1 Prepare a standardized employee performance evaluation form on which you can rate the employee on various job activities and write comments about his or her work. Give the employee a copy of the form to review and to keep for future reference so he or she can remember the issues they need to work on in order to improve.

19. Step 2 Explain each of the points from your evaluation form in detail and give the reason for your rating. Back up your feedback with specific examples of the employee’s performance on the job so the comments will hold more weight. This includes comments emphasizing the positive things they have done during the evaluation period.

20. Step 3 Spin negative feedback into positive territory whenever possible so you can come to a solution that works for both you and the employee. An example would be that is the employee is frequently late arriving to work, first find out the reason, then consider proposing a modified work schedule if that is an option for the company.

21. Step 4 Allow the employee to ask questions and give his or her own feedback about your comments. This may reveal new details you’re unaware of that could explain an issue with the employee’s behavior or performance. It also shows the employee you care about his or her opinion and want to help him or her succeed.

22. Step 5 End the performance evaluation meeting on a positive note with encouraging words and a clear plan of action for the employee to follow. Inform the employee of any new job responsibilities and congratulate him or her on any progress.

23. Top 5 Questions for Performance Evaluations

24. Question #1- Does the Employee Effectively Communicate with others?

25. Question #2 – Does the Employee Adequately Perform the Functions of Their Job?

26. Question #3- How Would You Rate the Quality of the Employees Work?

27. Question #4 – Is the Employee Capable of Working Independently With Little to No Supervision?

28. Question #5 – Does the Employee Take Direction and Follow Orders Well?

29. Bibliography Armstrong, S. (2012). The Essential Performance Review Handbook. Franklin Lakes: The Career Press. Shepard, G. (2005). How to Make Performance Evaluations Really Work. Hoboken: John Wiley & Sons Inc. Silverstein, B. (2009). Best Practices: Evaluating Performance: How to Appraise, Promote, and Fire. New York: Harper Collins