Twelve Important Considerations for Employee Evaluations

by on June 5, 2009 · 0 Comment POSTED IN: HR Info Center

Employee Evaluations Should Have Limits and Priorities

  1. Limit, define, and prioritize what you want out of your employee evaluations.
  2. In other words, you can’t do everything. You’re trained to do too many things with one process.

  3. Employee evaluations shouldn’t dwell on the past because nothing can change in the past and behavior change is the key.
  4. And that’s all in the future.

  5. Adopt the coaching paradigm for your employee evaluations instead of judging, labeling, critiquing paradigm.
  6. And when you get that, and can actually make that shift, you’re going to have a lot better model on which to build..

  7. You got to redefine the role of participants in your employee evaluations.
  8. In other words, managers and supervisors need to become coaches, not evaluators. Employees ideally should become empowered. It’s their career. Why not give them some responsibility? Why are they a passive observer? Why shouldn’t we put somebody in charge of their own career?

  9. The system administrator needs to change from a process policeman or a cattle herd to a coaching consultant.
  10. There’s a much higher level of contribution that we can make in HR.

  11. Break the connection between salary administration and performance.
  12. Separate these things in space and time. Have an adult-to-adult conversation with employees about pay.

  13. If an employee can’t remember what you told them in the employee evaluations, they probably aren’t going to do anything different because if you give them too much, they won’t be able to remember it.
  14. Likewise, if you say things in a negative tone, they’re probably not going to want to remember it.

  15. Be unflinchingly honest with your employee evaluations.
  16. That’s one of the axioms about this process. You got to learn to say to the employee what you would say about him or her behind him or her back. You can’t be rude and you can’t be stupid. But you can be direct.

  17. You got to seek first to understand and then to be understood. Listen before talking.
  18. If you don’t know what they want, you’re going to have a problem. If you treat them the same, or you treat one of those people like you’d like to be treated, you’re going to have a problem. You need to know where people are coming from and institutionalized listening, in other words, listening into the process.

  19. Review and approve employee evaluations two levels down.
  20. It’s important when you’re talking with somebody that works for you that if you work for somebody else, they signed off on it. It’s very valuable to that person. It makes them feel there’s a sense of checks and balances. It makes the nice things you say even nicer. It makes the things that you ask them to do even more important for them to focus on. And it just validates the whole conversation. It says you’re not running amuck out there.

  21. You need to train each group of participants on their role in the employee evaluations.
  22. But before you train the manager, train the people being coached how to be coachable because actually that’s the bigger switch. And if you teach somebody to be coachable and more importantly, why you’re doing this, then they’ll give it a chance.

  23. Make follow-up easy and quick or it won’t get done.
  24. If you’re going to say “Hey, this kind of thing ought to happen all year long.” you do strategic planning once a year and then you kind of check-in on it throughout the year and recalibrate on occasion. But if you set a plan out, and you say, all right, this is what I think you ought to do and you don’t talk about it for 12 months, when you pick it back up again, you’re going to find you don’t have a very good hit rate. And if it’s simple and easy and quick, it will get done. If it’s not, it won’t.

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