evaluation, the criteria by which they will be judged, and how the evaluation results will be used. This is particularly true when it comes to compensation and bo- nuses, if those are based on performance. Some job evaluation criteria are


clearly objective, such as sales figures or number of goods produced. Others can be far more subjective. When possible, eval- uators should include at least some objec- tive criteria to ensure that the employees feel that the evaluation was fair. Those who give job evaluations


should also be coached on how to conduct quality evaluations. Evaluators should never get emotional or personal—they must remain objective and professional at all times. Evaluators should focus on positives whenever possible, but must also be able to calmly and clearly de- scribe where employees can and should improve. It is tempting to sweep problems un-


der the rug as long as the employee is at least doing a generally adequate job. Un- fortunately, sometimes issues snowball until they become unacceptable. An em- ployee who has received positive, or even


neutral, job evaluations will be stunned if she is suddenly disciplined or terminated for poor performance. This can lead to a lawsuit, and the employee’s attorney will


"Done correctly,


evaluations lead to higher productivity...done poorly, they are essentially a roadmap to litigation."


be sure to include those neutral or posi- tive evaluations as evidence that the em- ployee was treated unfairly or discrimi- natorily.


Employees should also be given spe-


cific suggestions and guidelines about how to improve their performance where they are found lacking. Being told to “do a better job” can be extremely unhelpful, even for employees who are motivated to improve.


Documentation is vital when con-


ducting job evaluations. Companies must record everything, good and bad, and keep records strictly confidential. Each job evaluation should end with a section


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that sums up exactly how employees have performed since the last evaluation, what areas they need to work on, and what the goals and expectations are. With clear goals and expectations, employees un- derstand exactly what is expected of them and how they can improve. If necessary, follow-up assessments should be done to document whether an employee has im- proved his or her performance in keeping with the goals that have been identified. These types of thorough records can also be an employer’s best defense in a law- suit.


Very few people actually enjoy the


evaluation process, but with some fore- thought and planning, the experience can be quite useful for both the employer and employee. Evaluations represent the op- portunity to help employees grow in their jobs and reward and recognize those who are excelling. Done correctly, evaluations lead to higher productivity and can also help keep companies out of legal trouble by providing a strong defense if a dis- gruntled employee decides to sue. When done poorly, they are essentially a road- map to litigation.


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Investment Casting Institute 136 Summit Ave.


Montvale, NJ 07645-1720 Phone 201-573-9770 Fax 201-573-9771 ici@investmentcasting.org


1a www.investmentcasting.org January 2011 23


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