According to a survey of the Association of Certified Human Resources Professionals, at least a third of employees have not had a job performance evaluation in the past year. Of these, 38% would like to have one. Here are some good practices for performance evaluations.
Step into listening mode
Nathalie Cadieux, PhD in industrial relations and CHRP, emphases on the importance of this assessment. “It is perhaps the only time in the year a manager will spend an hour alone with his or her employee.” It's time to listen and better understand the needs and goals of your employees.
Besides, it would be a misconception to think that they do not wish to be evaluated. “Often times, it will be the managers who are defiant, for one of three reasons: they lack the time, they are not sufficiently trained or they fear confrontation,” says Cadieux.
Allowing for objectivity
During the evaluation, managers will often succumb to one of two temptations: embellishing the situation to avoid confrontation with the employee, or otherwise will exaggerate the setting to get revenge or to keep their grip on an employee.
Both behaviours are obviously undesirable. To avoid this temptation, Nathalie Cadieux encourages managers to conduct different layers of assessment. Managers, peers and clients can make evaluations. There are also self-assessments, which allow the employee to create a balance sheet of their own performance.
Reaping the benefits
Nathalie Cadieux suggests using evaluation meetings to inquire about the career ambitions and goals of their employees. It allows the organization to better guide those who want to advance within the company. It is also useful in meeting the labour needs of a business while maximizing internal resources.
Linking wage increases to performance evaluation
Ideally, a good performance review should be accompanied with a salary increase. “This is the best practice to adopt,” states said Cadieux. “The employee establishes a clear link between the act of performing well and the increase they receive.” Nathalie Cadieux proposes that supervisors distinguish between wage increases related to performance with those from inflation. The employee should not feel that he and his colleagues are getting the same increases, regardless of their performance.
Transparency in difficult times
Obviously, it is possible that a company going through a difficult budget period might be limited in its ability to grant increases. Nathalie Cadieux suggests opting for transparency rather than stopping all assessments. “Employees are not easily fooled. They know when they are doing a good job, and they expect recognition from the employer.” Even if recognition is not monetary.
“The goal is to keep employees happy and committed to the company. And for this, they need to feel valued.”