Performance Evaluation Basics

Performance Evaluation BasicsPerformance Evaluation Basics

Human Resources Department

Bridgewater State College

Fun with Dick and Jane’sFun with Dick and Jane’sPerformance EvaluationPerformance Evaluation

See Spot Run….See Spot Run….

...when he hears that it’s time to do performance evaluations !

Giving Frequent FeedbackGiving Frequent Feedback

• Coaching

• Positive feedback on strengths

• Advice on skill development

• Noting of special achievements

• Advice on goals

• Constructive criticism


• Give constructive criticism

• In a private setting

• Promptly

• When you are calm

• In a direct manner

• Specifically…cite examples


• Constructive criticism:

• Be proactive

• Focus on behaviors, not traits

• Focus on the future

• Be clear about expectations



• Have an open dialogue

• Allow time for employee comments

• Allow time for employee questions



• If no improvement, put it in writing

• Next step is progressive discipline


• Remember!

• An employee should never be surprised to learn about an issue at formal evaluation time.

Supervisory Record KeepingSupervisory Record Keeping

• Keep notes in a confidential location

• Insures coverage of entire evaluation period

• NOT an official employee record

• All issues noted must be brought to employee’s attention

• A “critical incident” log is one method

The Importance of EvaluationsThe Importance of Evaluations

• Opportunity to review department mission and goals

• Time to align employee goals with those of department

• A time to clarify expectations and priorities


• Career guidance

• Acknowledgement of achievements

• Recording the meeting of goals

• Documentation of continuing issues


• Revision of position descriptions

• A chance to learn about employee’s needs

• Opportunity to learn about YOUR effectiveness as a supervisor


• A basis for decision making about:

• Salary

• Promotion

• Change in responsibilities

• Continuing employment

Advance PreparationsAdvance Preparations

• Review: The official personnel file

• Supervisory notes

• Work examples

• Previously set goals

• The relevant CBA article

• Feedback from customers

Advance PreparationsAdvance Preparations

• Note relevant external influences such as:

• Budget issues

• Staff turnover

• Staff absences

• Software conversions

• New compliance requirements

Preparing the Written EvaluationPreparing the Written Evaluation

• Follow contract guidelines, if applicable

• Record how well goals were met (if applicable)

• Comment on other special achievements

• Comment on position-related strengths


• Comment on improvements made

• Comment on areas needing improvement and note prior related discussions and disciplinary actions


• Legal and contractual considerations:

• Keep comments compatible with ratings

• Cite examples and be factually accurate

• Be consistent in applying standards


• Avoid comments on:

• Disabilities

• Family status

• Gender, race, ethnicity, religion

• Union activities

• Personal lifestyle


• Avoid character generalizations such as “lazy”, “bad attitude”, etc.

• Be sure that all issues noted were addressed with the employee

Planning the MeetingPlanning the Meeting

• Logistics:

• Private location

• No interruptions

• Give written evaluation to employee at least 24 hours in advance

Planning the MeetingPlanning the Meeting

• Have work samples on hand, if appropriate

• Prepare a list of discussion points

Conducting the MeetingConducting the Meeting

• Review goals and level of achievement (if part of procedure)

• Comment on special achievements

• Cite significant strengths and skills


• Remember legal considerations

• Discuss areas for growth or improvement

• Discuss plan for improvement

• If issues are significant, cite possible consequences of not improving


• Discuss professional development plans

• Review and note changes in the position description, if applicable

• Establish new goals or areas for emphasis


• GOALS should be:

• Specific

• Measurable or observable

• Clearly and concisely stated

• Challenging, but achievable during the evaluation period.

Conducting the meetingConducting the meeting

• GOALS should be:

• Related to department goals

• Related to position description

• Related to areas needing development

• Flexible enough to be adjusted


• Professional development plans should be:

• Related to position responsibilities

• Related to career goals

• Directed toward needed improvements

Ending the MeetingEnding the Meeting

• Have the employee sign the evaluation

• Give the employee a copy

• End with positive or encouraging comments

After the MeetingAfter the Meeting

• Employees may submit a written response

• Employee responses and the evaluation form are placed in the official file.

• Generally, employees may grieve factual or procedural errors only (not the ratings)

After the MeetingAfter the Meeting

• Follow up on issues raised and plan for improvement

• Check periodically on progress toward goals and on professional development

• Continue to give frequent feedback

Most Common Evaluation Mistakes Most Common Evaluation Mistakes from HR from HR

1. No employee signature2. No supervisor signature3. No signature and/or initials of area vice

president4. No specific examples written in the comment

section5. No updated job description attached, including

signature of administrator and supervisor6. Not receiving the evaluation within the 30 days

Performance Evaluation Basics

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