Conduct Effective Performance Assessments

02/27/07

Assessing and managing employee performance can often be a challenging grey area for supervisors. Employee performance can’t always be readily and objectively quantified, and "soft" skills and subjective qualities are often as vital as meeting measurable production quotas.

It’s important, then, to develop a system for assessing employee performance that recognizes a variety of talents and contributions beyond those that are easily quantified. Further, it’s vital to ensure that the assessments are then integrated into decisions to hire, fire and promote. Successful programs tend to share a few common fundamentals:

Alignment. Assessment is done with company goals and missions in mind. Goals and performance measures are tailored to the business and the job description.

Balance. An assessment should highlight values the employee brings to the organization, while being forthright about areas in which improvement may be needed. One way to capture this is to allow the employee to conduct a self-assessment prior to the performance review and to highlight his or her own contributions. Often the employee may remind you of valuable contributions you may have forgotten about.

Direction. The process provides specific steps the employee can take to improve performance. This can include recommendations for training, retraining, or for education. Where possible, this direction should be measurable and objective.

Documentation. Employee assessments should be kept on file. They may be vital later on in the event of a discrimination or wrongful termination lawsuit. Also, a history of strong performance evaluations should prompt consideration for increased responsibility and pay.

Follow-through. Employee evaluations shouldn’t go into a dust-covered binder, never to be seen again. To be effective, your performance assessment program requires ongoing effort. Assign mentors — formally or informally — to struggling employees. Allow for follow-up conversation. Monitor employee progress toward goals. Provide constant feedback regarding performance. And always document it.

As a leader in or of your company, it is incumbent upon you to provide the customized, personalized alignment, balance, direction, and follow-through for your employees. G.Neil can make it easier with performance assessment tools for the busy people manager.

Our all-inclusive S.T.A.R. Performance Management System will assist you in obtaining the best possible performance from your employees. It includes the Supervisor’s Journal which makes documenting employee performance a snap.

July, 2005