NORTHERN MICHIGAN UNIVERSITY
CONDUCTING THE ANNUAL PERFORMANCE REVIEW
If properly handled by the
supervisor, a performance review will not only accomplish its basic purpose of
improving employee performance, but will also serve to establish a better relationship
between the supervisor and the subordinate.
A poorly handled interview, on the other hand, can easily have a
negative effect on performance and a destructive effect on supervisor‑subordinate
relations. Careful planning before
the interview, control of emotions and a frank, respectful presentation of
your observations during the interview itself and careful follow‑up
afterward help to guarantee success.
HOW TO PREPARE FOR THE
INTERVIEW
1. Take
appropriate notes on employee performance throughout the year whenever you
observe unusually good or unusually poor performance, or other things you want
to be sure to remember.
2. Gather
as many facts as possible (specific production figures, work which had to be
done over, examples of outstanding work, etc.).
3. Complete
the evaluation form, being careful not to let unwarranted leniency influence
your rating.
4. Arrange
for a quiet, private place to hold the interview.
5. Considering
the subordinate's personality, decide what approach will work best.
6. Decide
on a probable course of action to correct any deficiencies.
7. Try
to anticipate the employee's reaction and be prepared to explain your rating.
HOW TO CONDUCT THE
INTERVIEW
1. Begin
the interview in a manner that will set a positive tone for the session. It might be a good idea to remind your
subordinate that you will be discussing both strong points and weak
points. Don't give the employee the idea
that the interview
is just going to be a lot of criticism.
Tell the employee you want to discuss the employee's performance with
him/her. This reassures the employee
that he/she will have a chance to present his/her viewpoint.
2. Discuss
items on the review form one by one.
Cover the lower part of the sheet so the worker's attention will not
stray from the point being discussed, but lay the form where the employee can
see it. Another good idea is to make the
ratings in pencil and sign the form after you have discussed it with the
subordinate rather than before. This
helps to show that the evaluation is not a cut‑and‑dried procedure.
a. When
discussing the subordinate's strong points:
Be careful not to be too lavish in your praise. Sometimes supervisors feel guilty about
having to tell an employee that the employee is unsatisfactory in some areas,
so they heap on the praise in other areas to make up for it. Present strong points in a matter‑of‑fact
way, using examples to illustrate your point of view, but don't overdo it. On the other hand, don't withhold praise that
is honestly deserved.
b. When
discussing weak points: This is where
most of us have trouble. However, just
as in discussing strong points, the key is to be honest and matter‑of‑fact
in your presentation. Don't adopt a
scolding or threatening attitude. Use
examples to prove your point, but not in the manner of a prosecutor trying to
hang a criminal. Present facts, don't
accuse. Don't
commit
yourself to any action at this point in the discussion‑‑you
haven't heard the employee's side of it yet.
(1) Stay out of arguments; remain calm.
(2) Don't discuss other workers.
(3) Don't use yourself as an example.
(4) Don't harp on past wrongs.
(5) Ask if you have presented the facts
accurately.
3. Let
the subordinate explain his/her side of the story. Be understanding and give the employee time
to think. Discuss problem areas with the
employee. The employee may tell you some
facts you didn't know. On this basis you
may have to come up with some new approaches to improve the employee's
performance.
4. Give
the subordinate a specific plan for improvement, reviewing important points
from the entire evaluation form. Explain
what the employee is to do. Explain what
you are going to do. If appropriate, set
a time limit. End the interview on an
optimistic note.
VERY
IMPORTANT: BEFORE THE SUBORDINATE
LEAVES, BE SURE THE EMPLOYEE UNDERSTANDS YOUR EXPECTATIONS.
5. Should a staff member so request, he/she is entitled to
review a summarized statement of evaluation comments received by the supervisor
during the evaluation process.
6. Explain
to the staff member that their signature on the form does not necessarily mean
that they agree with the evaluation, only that they have read the evaluation
and have discussed their strengths and deficiencies with the supervisor. UNDER
NO CIRCUMSTANCES SHOULD A STAFF
MEMBER BE FORCED TO SIGN THIS FORM. If the staff member will not sign,
please note that fact along with the reason, if one is given.
7. A
staff member who disagrees with statements made in the evaluation, may submit a
statement and/or supporting documentation [not to exceed seven (7) sheets of
paper] to be attached to the evaluation.
AFTER THE INTERVIEW
Follow up: Continue to
observe the employee's progress. If the
employee is successful in improving performance in problem areas, let the
employee know it. If the employee had a
fair chance to improve and isn't making any headway, it's time for further
discussion.
The annual performance
review is a valuable means of improving employee performance, but subordinates
should have a good idea of where they stand at all times. Don't wait for the yearly evaluation time to
let people know what you think of their performance. Compliment subordinates for good performance
throughout the year when they deserve it, and if performance starts to slip,
try to get the employee back on the right track as soon as you can. Don't wait until June to tell the employee
"The quality of work you are turning out has been getting steadily worse
since the 1st of October...."