Evaluating employees for Excellence! (part I)

By Randy L. Snyder

Are you getting "red flags" via "hidden meanings" of undue criticism from management?
Management, are you wary of how to properly implement or refine an evaluation process? If you are on the receiving end of "red flags," start your job search on the salesheadds.com website! If you need to improve your system, Mr. or Mrs. owner, supervisor or manager read on!

In the “new era” of employee behavior and/or employer expectations, there has been much controversy regarding the value of, or even the need for employee performance evaluations. We find that the best and most successful businesses utilize a structured employee evaluation system that is consistent with the value system and culture of the company and is merely a reinforcement of expectations that are unequivocal from the day an employee starts with the company. This two part article will address some of the earmarks of a productive employee evaluation process starting with a general overview in Part one. Tune in next week for Part two!

Performance evaluations, oft-times dreaded by most employees can be not only less stressful, but become a productive process. First and foremost it is important to conduct performance evaluations on a consistent and pre-scheduled basis. Next the evaluation format used must be relative to the accountability of the position held by the person being evaluated and of course, attuned to the achievement of the organizational goals. If an organization has three tiers of management and four positions within each tier, there needs to be three different areas addressing organizational goals paralleling the management tiers. Accordingly there needs to be four different sections or areas for each of the positions which apply directly to each position and are in accordance with the job description that has been understood by the employee from the day he or she was hired. Obviously every evaluation will address the “general” performance and behavioral issues such as promptness, appearance, and phone manners to name a few that apply to each and everyone in the organization.

Unfortunately, many managers wait until the evaluation exchange to address problems or poor performance that has been evidenced throughout the period in question. This is not a good approach, especially in those situations whereby much time has lapsed and the issue being addressed could have been corrected “on the spot,” (C.O.T.S.) which may have prevented a recurrence of the behavior. This can cause resentment and ill will and the individual being evaluated will become upset and more problematic and even lose respect for the manager. Evaluation sessions should not only be with an eye towards criticisms, but recognizing good performance along with addressing inadequacies, providing direction and advice for improved performance.

Most importantly it is a time to establish quantifiable goals for the forthcoming performance period! The goals established must be realistic and within the scope of authority and responsibility of the employee. Make certain the goals are written down and clearly understood by the employee. Throughout the forthcoming period, the goals should be reviewed with an eye towards accomplishment and or improvement. If the goals are “out of reach,” it may be necessary to adjust the goals whereas the employee does not disregard them and “give up.”

In the event that unfounded charges are made against you as an employee that were revealed in a reprimand or an impromptu and unexpected evaluation process, the “red flags, mentioned in para one, are waving!” Those situations wreak of a precursor to termination and are prevalent in many situations, ofttimes simply a means of “downsizing” or personality differences. Now may be the time to pursue a new career by checking into salesheads.com for a new opportunity!

Randy Snyder is a regular contributor to Salesheads and has held sales, management, and executive management positions in major national and some international companies. Feel free to contact him for information or advice at rsnyder921@att.net or phone at 828 625 4932.