Taking the Stress Out of Performance Evaluations

1. Taking the Stress Out of Performance Evaluations Presented by Louis Feuer, MA, MSW GAMES 2008 Annual Conference www.DynamicSeminars.com (954) 435-8182 August 6, 2008

2. Go Back to the Job Description • Do you have one? • Have you updated it during the year? • Was it signed as an agreement? • Note at the bottom that all the parts of the job description are a part of the job, but not all parts of the job are in the job description!

3. Criticism • To be productive it must be constructive. • Take time to learn the art of criticism. • No one wants to be at a loss for the right thing to say. • All comments should in some way motivate and encourage the employee to do the right thing.

4. Hearing Criticism • Stress is created when someone hears criticism about themselves since it way be interpreted as a description of their self worth. • May mean we are not being accepted and we all want unconditional love! • But work is not about unconditional love it is about getting results.

5. Why Do Performance Evaluations? • Allows the employee to know about their success or failure in the position. • Sets the stage for initiating a training program or some other type of intervention. • Helps insure managers about their employee investment. • Insures the employee is working according to the plans and goals of the organization.

6. A perfect time to personally thank the employee for their work and dedication. • Time to reassure them about how appreciative you are for all they do. • Helps to develop more effective teamwork. • Allows the employee to understand the impact of their contributions. • Allows for employees to improve performance.

7. Sets the stage for talk about ways management can work to insure staff are able to accomplish what is expected of them. You as a manager need to be a rock-roller so that the rocks can be moved out of the way so others can do their work.

8. Approaching the Performance Appraisal • See it as an opportunity to increase and enhance communications. • Set aside a special time for a face-to-face meeting helps build rapport. • This time could be the only time during the year you sit alone with your employee.

9. Preparing for the Meeting • Schedule the meeting about a week in advance. Allows you time to prepare the agenda and think about what to say. • Allow sufficient time to discuss all aspects of the evaluation, future plans and comments on all issues addressed. There is much to be addressed and two people need to be communicating to be productive.

10. Always be sensitive to the feelings of employee. Ego’s are at stake and everyone has one. Most people believe they are performing to your expectations. They may be surprised to hear otherwise. They may have a completely different interpretation of their behavior. • Make a list of the employee’s accomplishments before you arrive at the meeting. • Lists should be completed by both the manager and the employee. • Begin by presenting accomplishments, successes and appreciation of their work. Let them know how important they are to the organization.

11. Record how all contributions effect any of these areas in the company – value, image, profits, client. • Keep in mind the appraisal must be developed through a two-way communication pattern. • You want to continually encourage the employee to clarify your impressions, contribute information and to help suggest potential solutions for performance problems.

12. Close the session with mutual agreement. Develop an agreement about how together you will be working to improve employee skills, the work of the department, the services the customer receives and overall productivity. Set goals together and develop a plan for performance.

13. How to Do the Employee Appraisal: What Does the Form Look Like? • Name and date of the evaluation. • Time over which the employee is being evaluated. • Include what the evaluation covers – job description, recommendations from previous performance appraisals. • Use a rating system, preferably number based to remove as much subjectivity from the appraisal process. This also makes it easier for evaluating performance and improvement from previous evaluations.

14. Leave space at the bottom of the evaluations for including the action-plan. • Provide space for the signatures of both the manager and the employee.

15. Do the Following and You Will Be Assured of Problems!! • Focus attention on the forms, getting them completed, signed and all the blanks filled in. • Not spending time preparing. This is not a social meeting or just one of your routine sessions with a staff member. • Being defensive is not going to work. • Not presenting the facts, materials, data and information that would avoid subjective comments.

16. Provide unclear explanations. Failing to make your negative comments in a clear concise and understandable manner. • People want to know not only what you think, but why.

17. The Results of the Performance Evaluation • You need to understand the results of the performance evaluation. • The meeting should hold value for both you and the employee. • The results will be used again for evaluation throughout the year and certainly at next year’s meeting.

18. The Results • A clear understanding of what is expected of your employee. • An understanding of the employee’s personal strengths and areas development. • A solid sense of the employee’s relationship with their manager. • Knowledge of their success in meeting the goals of the job description, major accomplishments, exhibited strengths and weaknesses.

19. Identify success in meeting the goals of the job description, major accomplishments. • Talk about long-term goals and career plans. • Spend time adding comments and continue to talk.

20. Throughout the Year • Take a look at the evaluation and what has or has not been accomplished. • Make sure there are no surprises when you do the next evaluation. • Use the performance evaluation as an educational training monitor.

21. To Reach Me • Email me at Louis@DynamicSeminars.com • My phone: 954-435-8182 Your number one industry source for sales, marketing and customer service training.