Performance review or employee evaluation is an essential part of giving feedback on performance and determining areas of improvement.
These evaluations can be annual or half yearly or even at more regular intervals if needed.
Performance evaluations are by their very nature not very comfortable for either the employee or the supervisor. Though, such reviews are believed to be focused on improvement and push towards better productivity; a Gallup poll, says only 14 percent of people they surveyed said they found such reviews productive.
Hence, managers should try to create positive experiences around the evaluation that motivate employees and drive high performance. If a performance review is handled wrong it can even result in a fall in performance of the concerned employee.
These evaluations are generally done annually and are often directly connected with employee compensation and promotions.
Access the best abilities and constant work-motivation without letting the employees put their guard down.
Methods to weed out Bad Performers
Ideally, the manager or supervisor performing the evaluation needs to keep notes on the subordinate’s performance throughout the year so that they may cite specific examples of where an employee is exceeding and where they need to improve.
Performance evaluation keeps communication open and is a chance for managers and employees to review what has been done in the recent past and set future goals. The evaluations can be a source of performance data of individuals and teams as a whole.
There’s no single template to evaluate and mark an employee’s job achievement, and there is no one-size-fits all formula. A lot depends on how the evaluations are conducted. They are a good method to weed out bad performers and inspire others to do better.
Make it a two-way exchange
The reviewer and reviewer should be equally involved in the process. The conversation can go beyond the performance and talk about achievements, goal alignments with the organization, peer feedback and more.
The Human Resource department can also get an idea of expectations of the employee —promotions, leaves, bonuses etc.
Document
To start with, if you are aware that a performance review is on the horizon, then keeping notes on what has been done and achieved helps. It is a kind of prep on what all to include.
Create a list of the work handled, goals met, outcomes and accomplishments. Include what brought value for the company. Again, both the manager and the employee need to keep notes on the progress, achievement and expectations on both sides.
Data analysis
Do a data analysis. Numbers are concrete they give and instant valuation.
Match the performance alignment with that of the team. Numbers at hand are a good way to leverage for a promotion or a pay hike or even a transfer. The same way the supervisor can show numbers and push for a better performance.
Be honest
Don’t try to sugar-coat feedback. Be straight-forward about any gaps of shortfalls in performance.
It is a good opportunity to draw up an action plan or improvement. Offer opportunities to upskill and take advantage of in-house growth and knowledge programs.
Avoid making comparisons between employees. This can breed unhealthy competition and resentment.
Communication
If an employee has some questions about the performance matrix, prospects or anything about he organization, do not give a vague answer. Say that you do not know, and will definitely get back.
Giving a fake answer or just brushing off concerns leaves a bad impression.
Consistent matrix
Companies should have a process in place to carry out these evaluations. If workers are aware of the evaluation matrices, then they can strive to meet them. This makes the process fairer and can help your company avoid or defend against discrimination suits in the future.
A company-specific performance matrix is useful. It gives measurable goals to fulfil,
Some Do’s and Don’ts of the evaluation process:
Do’s
An updated log of employee performance with dates and a short description of the events is handy when doing a review.
Give a fair chance to employees to communicate and put their point of view forward.
Document your evaluations.
Have a grievance redressal forum where employees can take their concerns.
Don’t:
In nearly all states, employees work at will, meaning employers can terminate without a reason. Don’t undo this by promising long-term employment.
Be very aware of all the rules and regulations concerning gender, equality and diversity. Discrimination claims can crop up.