The year-end appraisal meeting is similar to the other assessment meetings, in that you will discuss performance and chart progress toward the standards or objectives set. But the conclusions at this meeting will determine the employee’s rating for the year and likely any salary increase, bonus, or other financial reward. So it will demand more preparation by you to counter any objections to your conclusions. You will also complete forms.
Both determining pay and filling out the forms are simpler with documentation in hand. Using the documentation, compare the employee’s performance to the standards or goals set. Use the language of the goals to show a clear relationship between the work done, the goals, and the ratings you’ve given.
Before your meeting, review the appraisal form and documentation. Because you and your employees have been meeting throughout the year to discuss performance, they shouldn’t be surprised about your conclusions, right? Not so. An employee may suddenly become aware of the final evaluation’s impact on his or her career or realize that the assessment will become a part of a permanent record. The employee may become upset—even refuse to sign the document. Even stars whose ratings aren’t as high as expected may balk.
Faced with disagreement over ratings, don’t compromise to avoid litigation. However, hear out such employees. You must leave the meeting with the employee feeling that there was an open and honest communication between you.
The employee may even be right—there may be cause to reassess the year’s performance. If you do decide to revise what you wrote, edit in the employee’s presence to provide assurance that you have revised the appraisal. If you still feel strongly that your assessment is correct as is, then say so and provide evidence for your case. That’s usually enough to quiet most employees. If you have met regularly and provided ongoing feedback, maintained records about performance, and used that documentation to prepare logical arguments for your assessments, most staff members will acknowledge the fairness of your assessment and sign the form.
At the same time that you share your year-end written appraisal of an employee, lay the groundwork for the next year’s performance by working out an employee development plan.
The year-end appraisal can be the most intimidating to a new manager, so let me share this five-step process to help.
- Prepare yourself for the meeting. Suggest that your employee also do some soul searching about performance during the year.
- Compare accomplishments with specific targets. Once you have made the employee comfortable, discuss one standard after another. Don’t be vague or resort to generalizations. Be specific about what was expected and how close the employee came to meeting these expectations.
- Give credit for what the employee has accomplished. It is tempting to get through the appraisal by concentrating on the deficiencies, taking for granted those things done well. A fair assessment has to cover both.
- Review those tasks that have not been done. Emphasize where improvements were needed, how they can be done, and why they’re important.
- Avoid giving the impression that you’re passing judgment on the employee. Don’t talk in terms of mistakes or faults. Stick to a mutual explanation of the facts and how you see the employee’s performance for the year.
Depending on your firm’s procedures, you may not be able to share your final rating of the employee. On the other hand, if the work was well done, you should share that positive feeling. If problems exist, you should discuss what more the employee should do to turn around the situation. If serious problems exist and counseling is called for, you should bring that up.