Tips for performing your employee assessment and employee reviews
The quarterly and end of year discussions should be a culmination of discussions you have had with your employees on a periodic basis. You are creating a summary of all of your interactions over the last period of time. It is imperative to have consistent messaging throughout the year to avoid any surprises.
If the employee is surprised by your assessment, you have failed them by not providing continuous and appropriate feedback. The year end assessments should reflect all of the verbal and written communications you have had throughout the year.
- Honesty is the best policy. You are not doing your employees a favor by being anything less than 100% honest. The employees need positive and critical feedback in order to properly improve. It is up to you to set and raise the expectations of your staff. If you don' set the bar, how do they don't what to strive for?
- Be Consistent. Your assessment needs to reflect your discussions over the last quarter or year
- Everyone shouldn't get an average rating. You need to maintain a high standard of performance and differentiation is key.
Perform the Employee Assessment
- Ask the employees to provide you with a self appraisal. Goals, Strengths and Weaknesses. You can even have them use PrazeMe to provide an assessment of themselves.
- Ask the employee to give you a list of reference. People you can ask for feedback from that will shed more light on their duties, activities and performance. Colleagues, clients, team mates, reports, etc.
Using PrazeMe, you can perform your assessment
- Schedule a time to discuss the assessment with your employees
Be Prepared by preparing
Ensure you have a comfortable and safe environment
Clean your desk.
- Make your office inviting
- Turn off all electronics. No cell phone, laptop etc.
- Prevent interruptions. Tell your staff to leave you alone for this time period
- The conversations need to be confidential. If your office or desk isn't private, find a private place to hold your conversation.
- If the employee doesn't feel comfortable, or feel you are in a place that confidentiality can be keep, the employee may not be open and honest.
- Be ready to solicit and receive honest feedback.
- Be prepared to feel and expect to see the strong emotional response and feelings that come with reviewing. It's hard for you and it's hard for them as well.
- It is your job to layout the fundamental concerns and goals and point out the barriers that are stopping the employee from reaching their full potential.
- Understand providing the constructive feedback you are helping the employees future career, the business, and securing yourself as a leader that can be looked to for guidance and support.
Set an agenda
- Set an agenda ahead of time. This can be shared or kept for yourself to keep on track
- Follow your agenda. Straying from the script is fine, but make sure you hit all your key points.
- Be consistent. Each employee deserves the same appropriate guidance, structure helps achieve this.
Be Prepared to talk
Documentation and Feedback
- When an employee provided a self appraisal, be sure not to simply mimic their appraisal. This will come across as you really didn't think about the appraisal very hard and can undermine the whole process.
- Look for common themes in the self appraisal feedback to help you better provide background for your assessment.
- Manage bias. Rate each employee based on the work performed and not necessarily personal opinions.
- BE OBJECTIVE
- Consistency across all employees is critical. Remember, they do talk with each other and biased reviews will undermine your leadership quickly
Balance the conversation
- Reviews are both an evaluation and a development opportunity. Balance them both.
- Utilize soft skills, such as empathy, knowledge and trust to aid you.
Be Prepared to handle the exchange
Make sure you both understand each part of the evaluation
Explain yourself. Make sure the employee fully understands your thoughts and rationale.
- Don't move on to another area until they do.
Just the facts
- You need to make sure the conversations is strictly based on objective factual information.
- Present your documentation and facts that support the rationale for your ratings
- Be sure to have examples other than the appraisal in case the employee questions your decisions.
It isn't personal
- BE OBJECTIVE
- There is nothing personal about a review, even though it feels entirely personal.
- Don't be ambiguous. Use clear language that points to verifiable facts about their performance.
- Never use absolutes. Never and Always shouldn't exist
- Focus! Focus on the behavior rather than on their attitude. The difference is key. Personality doesn't have any place here, performance does.
This is hard time in any leaders job. It's hard to be critical yet fair. Make sure you are. Our system helps you be more consistent by utilizing clear topics and questions with the ability to enter personal adjustments.