Provide effective performance evaluation 

Now is the season of performance appraisal , You know the program . Bring each of your direct reports to the meeting room for a one-on-one conversation , Hand them a formal looking document , Then start the same 、 A tiresome conversation . Say something positive about what employees are good at , Then say something unpleasant about what he is not good at , Last – With your most flattering smile – Give him some more self comforting comfort . As a result, ： A mixed message , Even let your best employees down . however , If you take the right approach , Assessment is an excellent opportunity , It can strengthen employees who perform well , And redirect those who are underperforming .

Provide effective performance evaluation 
Catalog
1 What experts say
2 Set expectations early
3 Do a good job in basic work
4 Set a tone
5 Guide constructively
6 Stick to your position
7 Principles to remember
7.1 Achieve
7.2 Don't
8 A case study #1： Understand and set goals together
9 A case study #2： Be a better coach
What experts say
For many employees , Face to face performance appraisal is their most intense work dialogue in a year . For managers , The discussion is equally tense .” Performance appraisal requires one person to judge another . deep in heart , This is uncomfortable ,”《 How to do a good job of performance evaluation 》 Dick, the author of - Groat said . Yale School of management William S. Beinecke Professor of Management James Baron Think , Evaluating employees' performance should include more than an annual chat . He said , Performance management is a process .“ Surely you will give a lot of real-time feedback , And your employees are people you know . I hope your relationship can withstand honest feedback ”. No matter what evaluation system your company uses , Here are a few strategies to help you make the performance appraisal season less stressful , More effective .

Set expectations early
Performance appraisal doesn't begin by sitting down in an idle meeting room . You must be clear from the beginning how you will evaluate your employees . Groat suggests having a meeting with each of your direct reports at the beginning of the year “ Performance plan “ meeting , Discuss this person's goals and your expectations .” He said ：” You will see an immediate improvement in performance , Because everyone knows what the boss expects .” And it gives you the right to hold people accountable at the end of the year .” Listen carefully to your employees' personal aspirations , Because it will provide a reference for you to evaluate the way they work .” A lot of times , When managers evaluate performance , I don't necessarily know what this person's career ambition is . We often assume that everyone wants to be CEO. But that's not always the case ,” Barron said . Find out what your direct reports expect from their careers , It will help you find ways to broaden their professional experience .

At the beginning of the year or quarter , We hope you and your subordinates will be in Tita Make an appointment to talk one-on-one , Delve into what you expect of him , And pass on the goals of the organization to him . Set an interview template through goals , Carry out full exchange and communication around the reference issues provided .

Provide effective performance evaluation 
Do a good job in basic work
Two weeks before the face-to-face review , Ask your employee to write down a few proud things he has done in the past year . This will help refresh your memory , also “ Put a positive focus on what is often seen as a negative event ,”Grote say . Next , Review other records you have made to your employees in the past year ： A well executed project ; A missed deadline ; Clever handling of a difficult customer . Last , Ask others in the company who work closely with your employees for feedback .” Barron said ：” The more independent evaluations, the better . About an hour before the meeting , Give your employee a copy of his assessment report . such , He can have his initial emotional reaction in his small room – Positive or negative .” When people read what others have said about them , They will have all kinds of turbulent emotions ,” Groat said .” Let them have this in their own time , And give them a chance to think . then , In a more peaceful 、 In a calmer head , Employees can prepare for a rational and constructive Business Dialogue .

Set a tone
Face to face conversations often take the form of “ Feedback sandwich “ In the form of ： compliment 、 criticism 、 More etiquette . however , Because there is no single 、 Clear message , This method will demoralize your star , And wrongly encourage your losers . contrary , Choose a camp . Groat said ：” Most people are good doers , So for most people , You should only focus on what they do well ,” He added , This approach tends to motivate those who are already qualified for their work . However , For your fringe employees , Don't sugarcoat bad news . Performance appraisal is an opportunity for you to face the underperformers and ask them to improve .” Groat said ：” People are flexible .” as time goes on , This man won't get promoted , You won't get a raise …… you [ Avoid their flaws ] It doesn't do this person any good .”

Guide constructively
After discussing the merits and achievements of your outstanding people , Ask them how they feel about how things are going .”Grote say ：” in the majority of cases , You're dealing with mature adults , You will elicit their honest concerns . For good and bad employees , use “ stop it 、 Start and continue “ To build feedback ,Barron Suggest . What the employee is doing is invalid ？ What they are doing is very effective ？ What action should they take to improve their work efficiency ？ By focusing on behavior rather than tendentiousness , It removes personal strengths from the conversation . Give specific suggestions and targeted praise .” Don't say such a thing .’ You need to be more proactive . That doesn't mean anything . Say something similar .’ You need to be more proactive in calling potential leads ’.” Again ,” say ：’ You are an innovator ’ Good. , But it helps to know what they are doing to reflect this ,” Barron said .

Stick to your position
The hot issues related to performance evaluation are money and rank . If your company allows , Separate any discussion of compensation from performance reviews . Groat said ：” But if you have to do this , Don't leave salary information until the end of the conversation ,”” otherwise , Throughout the discussion , There will be an invisible parrot barking on the employee's head ： How much ？” Level is another potential emotional setback . Most companies require managers to rate their employees – Usually with 1-5 Divided into criteria . Your goal is to look through the data , And make judgments . remember ：1-5 The system is not similar to that in schools A-F Grading system ; Most employees get intermediate grades , namely 3 branch . This may disappoint some employees , Think they're just “ commonly ”. Don't give in .” In the business world , You face a highly selective group ,” Groat said .” The rules of the game have changed . In school ,C Is mediocre , But in the field of work ,3 Score means they have met their expectations . They're playing even .” Delivering this message is a leadership challenge .” He said ：” People can accept it rationally , But it may be difficult to accept it from the heart .” That's why it's so important to hold a performance planning meeting from the beginning . If they achieve their goals , They are 3, It's a goal .”

Principles to remember
Achieve
At the beginning of the year, clarify how you will evaluate your employees through the personal performance plan meeting
Give your employees an evaluation report before the meeting , So they can make the initial emotional reaction privately .
The conversation focused on their strengths and achievements , Deliver positive messages to employees who perform well .
Don't
Provide general feedback ; Be specific about what you want your employees to stop 、 The act of starting and continuing .
Talk about compensation during the review ; But if you have to do this , Disclose salary information at the beginning of the conversation .
For underperforming employees , Give sugar coated bullets in the review ; Take advantage of face-to-face opportunities , Ask for improvement .
A case study #1： Understand and set goals together
Ben - Snyder *, A foreigner working for a global media company in London , He is new to his work . He inherited an employee, Jim , His main duty is to go to Africa 、 Middle East and Russia to develop partnership , This will ultimately drive Ben's business sales . But Jim didn't finish the task .

“ In the quarterly performance evaluation , Jim and I had a long conversation about his methods and the great relationship he had developed . I'll tell him , I'm glad people talked to him , He is forming these relationships . But I also told him , We need a real deal ,” Ben Shuo .

This has happened for three consecutive quarters ： The same conversation , There's no deal . however , Ben is under increasing pressure . Jim spent a lot of money in the company , But there was no result .

“ I need to scare him , Let him take action . In the next performance review , I gave it to Jim 90 Days to complete a transaction .” No change , Jim was eliminated .” Even when we sit down with the HR Department , Let him go , He was really surprised ,” Ben recalled .

Now in retrospect , Ben said he had gone too far in affirming Jim's work , And they didn't establish the right tone in their conversation .” The information is not clear – Jim only heard what he wanted to hear – Positive compliments about building relationships . He ignored the requirement to complete the transaction .”

Ben should have worked harder at the beginning to understand the details of Jim's work , And set clear expectations .” This is a business I am not familiar with . I don't know how to push him in the right direction , Because I don't know what he's doing . I never really sat down with him , Define what success should look like .”

A case study #2： Be a better coach
Lucy - Oren * Director of business development at a biotech start-up in New Jersey . She is in charge of Peter , According to Lucy ：” He is a real star . He is very clever , Very seriously , He was good at everything he tried ”. One of Peter's greatest responsibilities is to make a speech .

“ A vice president of our company made me notice , Peter uses some sort of crutch phrase too often , Although he is a good speaker , But the way he speaks is very careful , Sometimes it's too slow . She thinks it depicts a lack of energy . I think this is a relatively small problem , But I decided to put it forward in the performance evaluation .”

However , In face-to-face discussions , Lucy flinched .” She said ：” Peter is very competent in his work , So I don't want to give him any criticism . She said ：” I tried to discuss his merits , Put these suggestions on the lips . But I beautify it too much , He didn't understand .”

At the end of the conversation , Lucy emphasized the need for improvement . She told Peter , Try to be more optimistic in his speech . This suggestion is too vague ; Peter didn't know how to deal with the suggestion .

“ His next few speeches were not successful . He overcompensated ,” Lucy recalled . After one of his speeches , Lucy realized that she needed to guide him more specifically . She warned him not to use crutch phrases , And tell him to speak as quickly as possible .” Peter survived , There is progress at every level . He still uses crutch phrases often , But his speech has more momentum .”

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