Money shouldn’t be discussed during either your interim meetings or the year-end reviews. Keep the issue separate from discussing performance to ensure that the employee is focused on performance quality. Your company may even have managers hold off on discussing dollars to make sure all the paperwork has been processed and senior management is in agreement with the final assessment. If you give one rating to the employee, with the concomitant raise, and then management lowers the rating and pay increase, you are in an awkward situation.
At the same time that you discuss money, you will also want to schedule the next meeting to set objectives for the new year. This ongoing process makes performance appraisals beneficial to all.
- Your employees learn about their strengths and know you will help them with their weaknesses.
- Your employees actively participate in both the goal setting and evaluation process, which empowers them.
- Your employees know that you are concerned about their performance.
- Your employees have a better sense of their fit within the department and company as a whole, based on the standards and objectives you mutually set. You and your staff become a team working toward a common, agreed- on organizational mission.
The ABCs of Documentation
A: Accurate. Record only objective facts, job-related behavior, and direct observations (not hearsay) as they occur rather than from memory.
B: Behavior. Describe specific behavior. Don’t make evaluative statements or discuss the employee’s personality.
C: Consistent. Record both positive and negative behaviors rather than emphasizing either.
Tips
Document as soon after a critical event as possible. The longer the delay, the less accurate the documentation.
Rehearse what you will say where poor performance is involved. You want to accomplish three goals: preserve your relationship with the employee, protect the individual’s self-esteem, and increase the likelihood that the employee will change.
If an employee hints at a personal problem during an assessment meeting, address it immediately.
Keep the tone of appraisal meetings relaxed, but avoid time-wasting chitchat.
If you spot doubts in the employee’s mind that a performance problem exists or an action plan will work, ask questions until you are sure the employee is committed to the need to improve performance.
Be prepared to spend time on appraisals. They shouldn’t be rushed if you want to do them right.
Ensure no interruptions when you hold appraisal interviews. Choose a room where you won’t be disturbed and can give the interview your undivided attention.