By overlooking instances of poor performance, you do yourself and your
employee a disservice. You will lack proper documentation in the
employee's personnel file if you subsequently decide to terminate the
individual for continued unacceptable performance. And you prevent
giving your employee a chance to fix whatever performance defects
you've identified.
- Before a performance review, scan the employee's job description and
the results of the last evaluation. Remind yourself of the goals and
objectives that have been set for the employee and what related
commitments both employee and employer have made over the past year,
such as to provide training or modify the job requirements.
- You want to enter the meeting with a detailed understanding of the
employee's history of performance evaluation and a clear sense of what
you want to achieve for the future.
- Warning: Don't assume that you must only document performance problems. It's
important to track what the employee does right as well. Maintain
complete records on every worker in which you cite instances of both
praiseworthy behavior and substandard behavior.
- THE EAP CAN HELP: When you evaluate your employee's performance, don't forget to consider a supervisor referral to the EAP based on unsatisfactory performance.
It's True! No one likes to receive “average” ratings in a performance
review, so use a scale that avoids “average” and “below average.”
Better examples include “poor, marginal, competent, above
average and outstanding” or a numerical system that uses rankings of one to five.
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 Try This...
4.3.1 4.3a Experiment with this Performance Evaluation Behavioral Anchors Grid |