As HR professionals, we hear a lot about accountability and expectations. In return, we ask a lot of hard questions:
Did you explain exactly what you were expecting?
Did you clarify their understanding of your explanation?
Is this a change in their “normal” behavior?
Has something happened at work or at home that may have caused this change?
Generally, there are no easy answers. Personally, I can be guilty of assuming that someone understands what I’m asking of them. (You know what happens when you assume.) But as a leader, it’s my job to make sure my employees have the resources they need to do their work, have my ear if/when they have questions, and have a crystal-clear understanding of their responsibilities. If those pieces are missing, is it the employee’s fault or mine?
Let’s take that one step further now. Not only do I owe the above to my employees, but I also owe them an honest conversation about their performance.
Management Cruel to Management Tool
Did you know that everyone cringes when they hear “Performance Evaluation”? Even human resource managers dread the phrase. But it’s just a phrase. Nothing in the Performance Evaluation should come as a surprise to you, as the supervisor, or to your employee. So why is it so tough? Let’s think about this… Throughout the year, it’s easy to provide feedback to your employees. If they go above and beyond, you’re sure to thank them immediately. If they’re underperforming, you’re sure to let them know because it’s a reflection on you and/or your department. But sitting down face-to-face and pinpointing examples of good or bad behavior—that can be cruel for anyone.
So, how do you turn it from cruel to tool?
- Set realistic goals for your employees. Then follow up with them throughout the review period: take notes during the year and don’t try to remember everything they did in the 1st quarter of last year.
- Hold your employee accountable. Remind them to take notes throughout the review period and provide regular updates to you. Have them actively participate by completing a self-evaluation. Accept and welcome their input and use it to create goals for the next year.
- Be honest. Are you really doing a favor for an underperforming employee by leading them to believe their performance meets expectations? Remember, no surprises.
- Schedule uninterrupted time. Have a real conversation with your employee. Don’t do this task to check off a box because HR says you should. Be committed to growing your employees, helping them improve, or helping them find a new career someplace where they can truly shine.
Take the time to develop effective and constructive feedback for your employee. Change the process from cruel into a tool both you and your employee can use!
One more point! Performance evaluations do not have to be done annually. In fact, more and more companies are transitioning to quarterly employee evaluations.
