Appraisals are more relaxed and easy when the boss meets employees through one-to-one discussions every year – that way employees will start to trust their managers and open up to them about any difficulties that are holding them back from performing their work better.
Meaningful discussions at the workplace about career and progress development will make the appraisal process easier because employees know that they can trust their bosses. This takes away uncertainty and stress. As you engage in an employee evaluation discussion as part of the performance review process, use the employee evaluation examples below to have a productive and positive discussion with your employees.
1. Upbeat Discussion Tone
Start the employee discussion in a friendly manner, setting the nature for the rest of the discussion. Have an open approach so that your employee does not feel isolated and attacked.
2. Discuss Framework
Give the employee an overview of what you are planning to cover in the discussion. Tell them the order in which you are planning to cover them, so they are aware of what to expect next during the discussion.
3. Open to Questions
Let them know that you are open to questions at any time during the evaluation discussion. This way they will feel more comfortable and will raise any nagging issues that bother them instantly. This is a good way to encourage two-way discussions, rather than a singular employer to employee exchange.
4. Focus on Workplace Performance
Offer focused feedback that discusses only performance at the workplace. Sometimes it may be tempting to bring up personal issues that may affect an employee’s performance – discuss this only if the employee opens up to you, otherwise steer away from personal discussions, as it may be intrusive. Focus on objectives, competencies and results.
5. Discuss Evaluations
Walk your employee through the entire evaluation and give them specific details about why you see their performance in a certain manner – whether good or bad. Be open to a disagreement and explain the rationale you have used. Remember an employee may or may not agree with you – so always be prepared to explain the decisions you have made.
6. Listen Attentively
Sometimes your employees may feel like they have something to say to you. Always listen carefully and summarize what they are saying, so that you have truly understood them.
7. Clarify Evaluation Ratings
Examine the complete assessments along with employees and highlight certain information that you have used to reach your assessments. Give them an understanding and rationale, so that they feel included and not isolated in the discussion.
8. End A Discussion on a Positive Note
Always summarize your entire discussion and ask for any additional questions in the process. Set dates for follow-up sessions and get your employees to sign the evaluation sheet. End on a positive note with expectations and improvements.
Periodic Evaluations To Measure Performance
After you’ve finished your performance evaluation process, shift from the past to the future, so that you can manage employees and staff effectively to meet the goals set for future performances. These goals should concentrate on the employee’s performance, output, productivity, competencies and results. The main idea is to strengthen strengths and develop improvements in other areas to enhance skills. This can be done well through periodic evaluations.
Many companies hold periodic evaluations to measure the level of improvement of the employee after the employee evaluation has taken place. It enables the employees to improve their performance after getting feedback and inspires them to continue their hard work. They are aware of what they are doing right and what they need to improve.
With periodic evaluations, productivity and motivation of employees increase and they are more likely to be satisfied with their jobs – this is good news for the company. When employees are happy with their companies, they are less likely to leave and look for alternate jobs, which improves the stability and overall performance of the company in the long run.