An effective and efficient performance
evaluation process has the potential to
not only spur productivity but also boost employee morale.
“When done properly, performance evaluations can be effective planning tools and provide important feedback for all involved,”
says Carol Brinkley, vice president of work
force services and consumer affairs at Tampa
Bay WorkForce Alliance (TBWA). “Promoting an attitude of progress can help your employees feel like they have achievable goals.”
Smart Business asked Brinkley about the
impact of performance evaluations and how
to make them relevant, productive and
meaningful for your staff.
Why do many people have a negative view of
performance evaluations?
Performance evaluations can be intimidating, but they don’t have to be negative for
employees or managers. Most employees
want and need feedback, but they also desire
to be engaged in the process and receive
update reports throughout the year. An issue
far too many managers have is not asking for
input from the employee prior to drafting the
evaluation. Managers should communicate
with staff on an ongoing basis and solicit
their input on goals, accomplishments and
areas they have improved. They should also
ensure that important issues relating to performance are addressed throughout the year
to give employees the opportunity to modify
weak areas. An employee who hears of the
things he or she could have done better during the prior six months in a single review can
be overwhelmed and discouraged.
What can be the consequences of a weak
performance review process?
A poor performance review process can
affect the bottom line. Lost time, turnover
and low morale can stem from a stymied
evaluation system. Often, high performers
require less attention. However, they too
deserve positive feedback to feel valued
and appreciated. On the other hand,
employees who need more coaching
throughout the year may have lower productivity and feel unable to meet your
expectations. Constant communication is essential to building trust and building
employee morale and confidence.
How can employers make evaluations more
relevant and productive?
Be substantive and qualitative. Giving general feedback does not present a clear picture of your expectations. Use specific
examples to illustrate your points when
identifying areas of improvement and when
praising them. Managers should incorporate
time regularly for recording employees’ successes and track weak areas. When the time
comes for a performance review, you will
have had a good balance of successes and
areas of improvement or goals to discuss.
To sound cliché, this is an area where honesty is the best policy. If you are honest
about the positives and negatives all along, a
factual review will serve to coach and motivate an employee.
How often should employers complete performance evaluations?
Performance evaluations are meant to provide a meaningful overall assessment of an employee’s performance and ensure everyone is on the same track. At a minimum,
evaluations should be done semiannually.
Performance management, however, is an
ongoing communicative effort between
management and employee. There should
be a constant dialogue that links expectations and ongoing feedback with coaching,
development planning and follow-up.
Should promotions and incentives be tied to
these reviews?
Succeeding in today’s competitive marketplace requires buy-in from all employees. Incentives aren’t a cure-all, but they
incite staff to meet specific goals and business objectives. Performance reviews are a
helpful tool to methodically approach promotions and incentives that are tied to goal
setting. Remember that if an employee is
excelling, managers don’t have to wait for
their review to reward them through a pay
increase or promotion. There should be
opportunities throughout the year for motivating and rewarding good performance.
Any tips for reducing the time spent on
reviews?
Reviews are perhaps the most challenging
task for managers. Keep notes throughout
the year of accomplishments as they happen. Remember to give your feedback to
staff on a regular basis, positive and negative. There should be a continuous loop of
planning, coaching and providing feedback.
Critique a project as it is unfolding instead of
waiting for the end result. Provide encouragement when performance seems to be
less than expected and set clear goals and
expectations so that when the employee is
not on track, he or she can understand a less
favorable critique. The semiannual review
should merely be a process of compiling
and summarizing previous observations
made to the employee. This process will
save time to draft the review, offer more
feedback and eliminate surprises.
CAROL BRINKLEY is vice president of work force services and consumer affairs at Tampa Bay WorkForce Alliance. Reach her at (813)
740-4680 or [email protected].
