PROFESSIONAL DEVELOPMENT
EFFECTIVE P
PERFORMANCE EVALUATIONS 2
By J.D. McHenry
erformance evaluations are a valuable management tool. Employees need and want to know their strengths and weaknesses and what they should do to improve. A number of benefits to the company
and the person result from a frank and friendly discussion. Planning and preparation are necessary if you want to conduct effective performance appraisals. If you properly plan, you will learn more about the person being evaluated. You will also be better able to help him or her if you know what you are going to talk about. To be able to evaluate performance and do a good job of counseling, the supervisor must know much about the person and how he or she is doing on the job. During the interview, the employee should be encouraged to talk about the job and problems concerning it. An interviewer needs to be adept at asking questions and listening to the answers. To be effective, you need to know what to say and what not to say to motivate and encourage a person. For the company’s benefit as well as the em- ployee’s, you should also be consistent in your evaluations. Evaluating on points is a common method for comparing the performance and the accomplishments of employees. Successful appraisers are aware of the pitfalls to avoid when interviewing people. They see why personnel records must be kept up-to-date and confidential. They also realize the importance of following up after interviewing.
PREPARING FOR AN EVALUATION INTERVIEW A performance appraisal interview will be easy for you to handle, and you’ll do a more extensive job if you prepare for it. Here are some tips on how to prepare for an employee evaluation:
1 REVIEW THE RECORDS
Review the personal history of the person by collect- ing all the information available, including that from other people. Look into the person’s background, service time with the company, previous jobs held, and what progress the person has made since being hired. Study any notes made during previous appraisals with the person.
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18 3 4 5 CONSIDER THE JOB THE PERSON IS DOING
Become familiar with the standards and responsibilities of the job in order to judge how he or she is doing. Determine what a person in that type of work must do to be successful.
DECIDE WHERE YOU WILL TALK WITH THE PERSON
You must have a place where you have privacy and your conversation cannot be heard. This is important to the person.
PICK A TIME FOR THE INTERVIEW
Avoid scheduling it for when you or the person might be very busy or could be interrupted. Plan to start the interview when you’re fairly sure you can finish it.
HAVE THE INTERVIEWEE AT EASE
The secret to a good performance appraisal interview is to have the interviewee at ease, willing to discuss the job, and wanting to learn how to improve. To put the person in this frame of mind, you should begin by ex- plaining the purpose of your meeting. Say that you are talking to all your people, and that your main purpose is to help each person. Tell the person that you want to talk about the work and how it is going, and that you would also like to talk about any problems the person may have.
HOW TO HANDLE APPRAISAL INTERVIEWS When you counsel with your people, you let them know how they are doing and what they can do to improve their performance. Since an appraisal interview is like a progress report, most people consider it important and will take it quite seriously. The interview is equally important to the supervisor because it presents an opportunity to learn more about the person and to motivate him or her through encouragement and praise. Because both of you have a lot to gain from an interview, it’s essential for you to do the best you can with it. Here are some guidelines to help you:
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