Employees who only receive performance evaluations on an annual basis, tend to think they are not beneficial or useful to them in anyway. When managers give reviews, they are usually based whatever the manager can remember. That can either mean yesterday, or a week ago, but usually, not more than that. This results in performance review, which is biased (on memory) and not sustainable.
When employees know what is expected of them and can gauge how they are performing, they feel respected. Research has shown that employees who work in environments where they feel respected and appreciated have fewer sick days and are more productive.
Here are some tips and techniques to developing and writing evaluations:
use the same measurement standards and criteria for all employees performing the same job. A thorough analysis of the job will provide criteria for performance evaluation consistent with the job description. In evaluating performance, managers should consider an employee’s responsibilities and skills and whether or not identified goals have been met. if an evaluation has a rating, a comment should support the rating.
Give accurate evaluations
Managers should not comment on what they do not know for a fact. Employees need to know their personal strengths and areas needing improvements, as well as what is expected.
Take notes through the evaluation period. Writing from nothing about a year's worth of events will be a daunting task. Instead, to down notes on employees performance as occasions arise. this includes occasions when the employee exceeded expectations as well as those when employee perofrmance could have been better. Make these notes as specific enough to remind you of the event so that you can include it in the evaluation. Also, use an employee's last review as a benchmark standard for the next reviews. Remember to consider the entire year, not just the last fews months or one incident or crisis.
Do not give unnecessary feedback
Do not give an overly favorable, inflated evaluation. evaluations are often scrutinized by employment unions when employees file claims of discrimination. Employers defending these claims often assert deficient performance as the reason for the discipline, discharge or layoff. If these evaluations are inflated, they will appear to be inconsistent with the asserted reason for terminating the employment. Consequently, the credibility of the reason given for discipline will be questions.
Avoid promises you can't keep
Do not make promises to an employee on the evaluation. Circumstance can and do change beyond a supervisory control. unfulfilled promises diminish a supervisor's credibility and in some cases can form the basis for a breach of contract claim.
Avoid inconsistent statements
Do not make inconsistent statements or set unattainable goals. After drafting the evaluation, review it carefully for inconsistencies. Mixed messages will only confuse employees and can prove embarrassing when supervisors are questioned about them. Setting unattainable goals can result in employees feeling defeated before they begin. A successful employee mean a successful manager. Attainable goals are a win for everyone.