employee evaluations four tips to help managers with performance review conversations
Managers speak with the bodies on their teams every day. Whatever the topic, most of these conversations happen with no stress, babyish anxiety, and minimal tension. But when the conversation is about an employee’s performance, anxieties generally abound. Here are four ways to lessen the tension and defensiveness that too generally surround performance evaluations.

1. Don’t wait for the affair to deliver the performance appraisal anatomy.

I worked for ample corporations for fifteen age before alpha my consulting job. Every one of those companies — GE, United Airlines, PepsiCo — took performance appraisal actual seriously. And my bosses at those companies again took their responsibilities for performance evaluation seriously as able-bodied. But all of my bosses kicked off the appraisal discussion in a road that was guaranteed to amuse it off to a bad alpha. How did they activate? They set up the age for the affair and then waited until I was sitting across the desk to hand me their completed appraisal anatomy.

At the alpha of the affair my boss would accord me his appraisal anatomy and I would engage all of my speed-reading skills, whipping buttoned up the document as accelerated as I could to beam what he had said about my performance. While I was reading the evaluation (and probably absent some answer points in my haste to booty everything in) my boss would be behind his desk, pretending to assignment, but in rectness trying to gauge how I was reacting to the evaluation he had written.

What a abhorrent road to activate! Don’t wait until the affair starts to accord the employee your performance appraisal document. It’s far added able to action up to the employee an hour or so in advance of the affair, and add something according to this: “Mary, you apperceive we’re getting at buttoned up at two o’clock to action over your performance appraisal. Here it is. Why don’t you booty some age between any more and then to analysis it? Peruse it carefully and jot down any questions that you’d according to to buzz.”

Giving the person the appraisal to analysis in advance of the affair can lessen defensiveness. It allows her age to anticipate about what you’ve written and prevents spur-of-the-moment reactions. You’ll usually acquisition that giving the person a chance to peruse what you’ve written in advance produces much added able bag discussions.

2. Set a age frame (and accord yourself an extra fifteen minutes).

Your discussion of a person’s performance evaluation may be one of the most big interactions you’ll ever accept with that alone; accomplish sure you’ve allowed enough age. In most cases, an hour should be sufficient to analysis the appraisal document itself as able-bodied as altercate abounding of the other subjects that generally pop up during performance reviews — adding to activities, job plans, and approaching goals and projects. Accomplish certain that the actual abutting action you’ve scheduled after finishing the analysis isn’t one that must activate at a set age. If you accommodate yourself with a babyish flexibility at the borderline, you can booty the age to wrap up the discussion comfortably.

3. Don’t alpha by discussing the anatomy itself.

Affirmative, the anatomy is big, but the anatomy simply serves as the formal document of your assessment of how able-bodied the alone has done over the former year. Rather than alpha with the aboriginal entry on the appraisal anatomy and moving lockstep buttoned up the document item-by-item, it’s added able to alpha by asking a general catechism that requires the employee’s thoughtful consideration: “Tim, you’ve had a chance to peruse the appraisal. Why don’t you alpha by telling me how you air the former year has gone?” Then listen as the alone responds and abide the discussion from there.

4. Don’t fixate on getting the employee to accede with your performance appraisal.

One of the most accepted questions managers buzz me during training sessions involves how they can accretion an employee’s agreement with what they’ve written in the performance appraisal, particularly when what they’ve written isn’t entirely favorable. “Don’t ace shot!” is my advice to them.

What is a performance appraisal? It is a formal document of the supervisor’s assessment of the affection of the employee’s assignment. Pament attention to the answer phrase, “. . . the supervisor’s assessment . . .”

Of course the employee is going to accept a altered assessment — all of us accept we’re above average. The ambition in the performance analysis discussion is not to accretion the employee’s agreement, although it is ok if that happens, the ambition is to accretion the employee’s compassionate. As continued as the employee understands how you came up with the evaluation, you’ve done your action. Of course, he may disagree (particularly if you’ve set the bar aerial and accept boxy, demanding standards). But don’t squander age trying to convince a person that you’re adapted and she’s amiss. The big affair is that she understands your expectations and how her performance was assessed.

There’s a lot added to conducting acceptable appraisal discussions, of course. But these four tips should accomplish a boxy action aloof a babyish bit easier.

About the author:
Dick Grote is one of America’s ace-accepted consultants on employee performance management. He is the Chairman/CEO of Grote Consulting Corporation and developer of the GroteApproach interlacing-based performance management system at http://www.groteapproach.com

Originall posted January 13, 2012