Art of Performance Evaluations
Most managers and
employees view performance evaluations as necessary but difficult to
do. Managers do not look forward to the process and most employees
see it as a time when unfair demands or criticisms are made of them.
They also see it as a one-sided (biased) view of their performance.
Reflecting on the performance evaluations many employees have experienced, there is good reason for the apprehension they feel about the process, which is the primary reason why evaluations are not done on time if at all. When an employee's performance deteriorates to a level that makes him or her expendable, it is often too late for performance evaluation. Yet if an evaluation is conducted, there is a good chance the employee could be saved. A retained employee increases company morale, reduces costs and increases productivity and profits.
Like many tasks in business, there is need for processes.
Accounting needs them, customer service cannot operate without them,
inventory management needs them, and so it is with performance
Processes minimize the influence of personal bias so the focus
can be on the task and the outcome of it. One might ask, what
measurable results can a manager and employee expect from a
performance evaluation session. Below is a partial list of
objectives that managers and employees are experiencing.
Performance Evaluation Expectations
* A bias free appraisal of the job related performance of the
* Review of the employee's performance of specific
job related tasks
* Review of the employee's job related
relations with internal and external customers
* Review of
the most effective way for the employee to communicate with his/her
* Review of the employee's communication style, and
how it affects those he/she works with
* Review of comments
made about the employee by internal and external customers
Review of the best way for the manager to communicate with the
* Review of the employee's perception of his/her
* Establish clear job related objectives for
enhancing the performance of the employee
* Establish a
clearly stated and agreed upon dateline for meeting enhancement
* And, other expectations specific to the position
and company culture.
When companies benchmark positions to identify the personal
talents and technical skills needed for the position, they create a
set of key accountabilities the employee needs to adhere to and the
manager must use to evaluate the performance of the employee.
Evaluations conducted after an employee has performed badly for a
long time (a year or more) will produce a highly biased evaluation.
The greatest benefit for a performance evaluation is to provide
employees with clear, unbiased directions and expectations for them
to be successful. Managers may gain information about the employee's
perception of the expectations that are not correct, and how to
correct them, during an evaluation review. The need for better
listening and communication skills between all parties going forward
can be identified as well.
Identifying the key accountabilities of any position and holding
the employee accountable for them is vital for building a company's
ongoing success. Poor performing employees have impeded the progress
of companies in all industries for a long time, which has
contributed in no small measure to the current economic condition of
When employees consistently receive accurate information about
what is expected of them they perform better, with less stress on
them and those they work with.
Performance Evaluations work - they build teams that build
If you have any questions about this
article, or about how we can help you with your current hiring
your participation and comments.
Source: John Mathis, owner/president Keyline Company, Inc. All
rights reserved worldwide. Copyright protected
To be effective, leaders must know what is really
going on within their organization.
Inherent in the nature
of organizations and individuals is a tendency toward fear. This
fear causes employees to not communicate bad news, lest they be held
Some leaders? negative reactions to bad news
can cause employees to either soft pedal the truth or simply not
communicate it. This causes ?CEO?s disease,? the condition of being
blind to what is really going on?a sure path to failure as a leader.
Some leaders invite the truth and react to communications in
a way that drives out the natural fear that exists in most
organizations. They create strategies and develop competencies that
create a culture of trust.
They know what is going on, both
the good news and the bad news, and can therefore respond
appropriately in terms of the needs of the business.
* Are you getting the
* Are you aware of the natural tendency of employees
to ?put the most positive slant on things??
* Are you
creating a culture of trust by your personal style that fosters
others to provide ALL the information, both good and bad?
How do you react to bad news? Do you kill the messenger?
What systems can you put in place now to insure that you get the
truth, i.e. all of the information that you need to be successful?
Studies have shown that organizations where fear is at
minimum and good news and bad news flows naturally are the most
Copyright protected by author Bruce M. Anderson. Reprinted
with permission. Thinking Partners
to Hire Top Talent
One of the
biggest problems in businesses today entails making mistakes about
who to deploy to perform specific roles within an organization.
There are a number of tactics available to assist employers in
hiring the top talent to meet the needs of their
First, the company
should devise a blueprint for the role that needs to be filled
within the company. Rather than hire the well-rounded employee who
can fill any role, managers should seek individuals who have
specific talents for specific roles. Strive to hire the specialist
rather than the generalist.
practice sets goals to attract those individuals who have graduated
from the best schools with the highest grades. However, recent
research has shown that this practice does not necessarily lead to
recruitment of candidates most suitable to a specific
The process should not
be about hiring the best person. It should be about hiring the right
person. Seek the candidate who has a 90% chance of achieving a set
of outcomes that only 10% of a group of people could achieve. This
could as easily lead to the young woman who ran her father?s company
instead of working toward that Harvard MBA. The key is to be
sure about the person you are hiring and make sure they will be able
to accomplish the goals set forth by your company once they are in
The majority of
successful companies are now beginning to use their own networks to
source talented candidates for a position. In other words, if
possible, hire from within. It is common sense, but not necessarily
common practice to stay in close touch with and talk to a company?s
networks on a regular basis. Finding the right talent can be
as simple as asking trusted co-workers and associates the question,
?Who do you think I should hire?? There is no better, more
successful or more cost effective way to generate a flow of the
right talent. But if you don?t know what you are looking for in a
position, you won?t know what to look for in the candidate!
Managers tend to fail
at hiring the ideal candidates who possesses the right talents
because they do not follow a rigorous enough hiring process.
Interviews should walk through a candidate?s entire career in
chronological order. They will also need to know how a
person will do the job, why they will do the job, and
will they do the job.
This is the best way
available to make a good hiring decision. You are not going to be
able to distinguish the real talent from the average performer in a
rushed, twenty-minute interview. Taking the extra time at the
beginning of the hiring process is well worth the time and effort
when that right candidate comes through for your organization.
have any questions about this article, or about how we can help you
with your current hiring needs, contact us today!
We encourage your
participation and comments.
by our associate Gary
Sorrell. Copyright protected worldwide, all rights reserved.
Sorrell Associates, LLC
Talent Management Challenges for 2012
2011 comes to a close, let's set our sights on the New Year. What
are the top challenges you may face and the strategies required to
December 15th at 1:00 pm
The McNeill Group
consistently provides clients with tangible results by achieving and
exceeding measurable goals. Having been in business for over 15
years, we know that our success is wholly dependent upon the success
of our clients.
?Being the richest man in the cemetery doesn?t
matter to me? Going to bed at night saying we?ve done something
wonderful? that?s what matters to me.?
The Wall Street
Journal (Summer 1993).
?We don?t get a chance to do that
many things, and every one should be really excellent, because this
is our life. Life is brief, and then you die, you know? And we?ve
all chosen to do this with our lives. So it better be damn good. It
better be worth it.?