Employee performance appraisals are designed to help managers and supervisors do their job. As managers, they must accurately and honestly complete performance appraisals in accord with company policy. They should be fair and constructive when judging an employee's work performance. Effective performance evaluations begin with early planning and with telling employees just what is expected of them. By regularly communicating with employees, supervisors and managers can create a collaborative environment that can enhance company relations and business results.
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Determine the performance evaluation schedule at your company so you can assemble the needed information and otherwise prepare for evaluations. Usually, an employee's performance is appraised after he has completed three to six months on the job. After that, his performance appraisal normally takes place annually, either at year's end or near an employment anniversary. Note when a performance evaluation is due and schedule it for a week earlier so you can complete it on time.
Study your company's human resources performance appraisal policy. You can get other information on workplace laws from ACAS (see Resources). Outline the evaluation procedure of your company to get a sense of how best to complete the appraisal form. Look at samples of prior forms provided by the human resources department in your company, or forms that may be available in company employee files.
Review your company's appraisal form. Performance appraisal forms usually include the employee's name, the appraisal date, the time frame for the evaluation, categories like job responsibilities, comments on each responsibility area and a comments section. There is usually a rating scale, and there may be an evaluation interview date. More comprehensive forms may include an action plan section. The form ends with a supervisor or management and employee signature line, sometimes with a place for comments by the employee.
Gather as much information as you can about your experience with the employee. Go over the employee's original job description. List her attributes, accomplishments, strengths and weaknesses. Also list suggestions for addressing weaknesses or performance inadequacies. Think of additional training and other actions that may help her.
Fill out the performance evaluation form. Use clear sentences that can be verified according to actual work performance. For example, if there are statistics that relate to a statement, cite the statistics and attach a copy of them if possible. Be honest in your assessment and keep it completely job-related. Avoid any information that may be deemed discriminatory. Behavioural issues with an employee should always be addressed when they occur rather than during a review period.
Follow the company policy on how to inform the employee about the impending performance appraisal. Schedule a meeting with him accordingly, to go over a draft of the performance appraisal. Provide a copy of the appraisal for him to review. Discuss the evaluation if it is appropriate and allowed by the company policy. Do not discuss behavioural issues. Allow the employee to state his point of view. State your observations calmly and clearly. Concentrate on areas you and the employee may disagree upon. Offer encouragement for him to address his concerns. Listen to feedback. Conclude the meeting on a positive note.
Revise the appraisal form to include any mutually agreed-upon data based upon discussion and feedback from the meeting with the employee. Attach the employee's written input, if she so wishes. Execute the appraisal form and have the employee sign it. Provide a copy of the action plan and goals for her from the feedback exchange.
Tips and warnings
- Document employee expectations regarding organizational performance early.
- Provide a meaningful process for employees to communicate about their job before evaluation time.
- Create a way to reward noteworthy contributions and create incentives.
- Be attentive to any laws that may affect how the appraisal form is completed. Report any inadequacies or legal conflicts to company management.
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