If annual performance evaluations contain unexpected results, something has gone awry. I have been conducting performance appraisals for over 35 years, and I remember only one time when the meeting went off the rails. At the close of this specific meeting, I asked the employee if he had anything more to add. He looked at me with a pleasant smile and stated, “Since I have been here a year, I think I have paid the necessary dues to be promoted to supervisor.” At first, I was sure that he was joking. Much to my chagrin, he was not. His sole rationale was that he had been there a year. I remained calm and explained to him that promotions were not given exclusively based on tenure. I went on to tell him that while he had many good qualities, other employees had to be considered. I admired his ambition, so I did not want to dismiss him. Therefore, I scheduled another time for the two of us to meet so that I could understand his career goals. In the end, the outcomes were acceptable to both of us.

Generally, performance appraisal processes will be dictated by a specific workplace. However, here are a few tips that I believe will help ensure a successful meeting:

Before the formal meeting

  • The overall appraisal process should be transparent for all employees in the organization.
  • Goal Review – Both manager and employee should periodically review the performance goals for the position. If there appears to be a misalignment at any point, either party should schedule a meeting to level set.
  • Peer Review – Managers should collect feedback on the employee from their colleagues and key stakeholders.
  • Self-Evaluation – Employees should prepare a self-evaluation. Self-evaluation components should mirror the content of the manager’s document.
  • Merit increase criteria – Managers should understand the total merit increase amount for the entire organization. Bonuses should be included in this amount as relevant.
  • ONE-ON-ONE APPRAISAL MEETING! Unfortunately, a fast way to send morale in the wrong direction is for managers to email an employee’s evaluation without having a formal meeting.

During the formal meeting

  • The results of the goals for the current should be covered. But again, this would be easy if regular goal check-ins were done during the year.
  • The manager and employee should have adequate time to cover the key points. Both should also actively listen while the other person is talking.
  • Ratings should be transparent and based on a consistent scale.
  • Managers should take time to understand how they can be more supportive of the employee’s career development. For example, are there educational or training opportunities available for the employee?
  • Realizing that changes will likely be made, draft goals for the next year should be developed together.

My golden rule for evaluations of employees is as follows:

  • If I assess that an employee is struggling throughout the year, I do not wait until the annual review to provide feedback.
  • Conversely, I will recognize the performance before the annual review if I witness an employee going above and beyond during the year.