Employee evaluations These are right up there with having your teeth cleaned and seeing your in-laws on the yearly list of enjoyable things to do. As a non-confrontational person, the very concept of providing negative criticism makes me want to hide under the table. Unfortunately, employee evaluations are required not just to keep your employees working like a well-oiled machine, but also to protect yourself if and when you need to terminate a less-than-ideal employee.
Before you begin your evaluations, inform your staff of what is expected of them (target setting), how they will be assessed (measurable successes), and the consequences for undesirable conduct (three strikes and you’re out). All of this should be in your employee handbook and should be discussed with your new employee when they start. Sign the paper to indicate that they have read and understood what is expected of them and that they agree to the conditions.
Concerned about the time and strain of large yearly or quarterly reviews? Consider doing mini-reviews at weekly meetings. “Regular performance reviews within my weekly check-in meetings make the process of improving more iterative, easier, and less stressful than a ‘quarterly review,’ which looms in the background and causes stress for both me and the employee
Let’s dive into some details now. Plan on approximately 30 minutes for the meeting; avoid Fridays since if it doesn’t go well, you’ll have the weekend to think about it and won’t be able to resolve the matter immediately soon. You should also arrange it for mid-morning so that you and your employee have ample time to settle down and relax without stressing about the upcoming talk.
Plan on drafting an agenda for the meeting that includes the following topics:
Discuss the employee job description and the performance criteria outlined in the employee handbook.
“How well do you believe you’re doing on the job?” This may establish the tone for the interview and provide insight into what the employee is thinking as well as how you could approach other issues on your agenda.
What have you seen as the employer, both positive and poor, as well as cite particular instances that are dated in the employee’s file? Documenting actions comes in helpful when you need verifiable evidence to back up your decision to fire an employee or promote one over another.
If you are correcting an employee’s behaviours or behaviour, explain how to accomplish the work correctly and set a follow-up appointment in the near future to re-evaluate the problem.
Discuss the reason and impact of your employee’s activities for both positive and negative assessments. “Customers have said that you went out of your way to obtain this product, and if you continue to go the additional mile, I would love to see you as a manager within the next six months,” or “If you continue to appear late to work, you will sadly be placed on probation.”
Finally, make it a two-way conversation. The purpose of assessments is to establish a healthy organisation, and demonstrating that you value your workers and their perspectives may foster loyalty and togetherness. However, if you have an unruly employee or one with whom you are having troubles, consult an employment lawyer to assist you navigate the law in order to protect yourself and your firm. It is preferable to guarantee that you have followed all of the proper procedures by building a firm paper trail than to fire an employee and then face a lawsuit.