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RULES FOR RATING PERFORMANCE
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When you rate employee performance, does it feel like you're playing a game?
The mere idea of rating performance causes many managers to shiver. In fact, some organizations have suggested doing away with ratings. I wrote about this approach in an E-Tip last year. Still, most organizations are rating employees on a numeric scale at evaluation time. So let's figure out how to make the most of it.
Your organization's performance rating scale may be numeric (one to five) or a range of verbal descriptors (Exceptional to Unacceptable). Regardless, there are five rules to follow to avoid playing the rating game.
All levels of the scale should be used. When you tell employees that they have to "walk on water" to get the highest rating on the scale, you are really just avoiding your responsibility for clearly defining performance expectations. If your scale has five levels, it's important to define what behavior it takes to earn each of the rating levels. Likewise, if an employee's performance is not satisfactory, you are doing them a disservice by rating the performance acceptable. Call it like it is.
Even if your performance evaluation form does not require you to rate employees using a scale, it likely requires you to make judgments about the employee's performance. You will make these assessments more objectively and more confidently by using the principles in our new Painless Performance Evaluations recorded webinar series.
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Painless Performance Evaluations Training System
TOOLS NOW AVAILABLE
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With these tools you can help your leaders:
- Increase employee engagement
- Rate performance more consistently
- Strengthen trust between employees and managers
- Reduce conflicts that often arise at performance review time
- Maximize the performance evaluation opportunity
- Write more meaningful evaluation comments
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Final Footnotes
NEWS & EVENTS FROM MARNIE
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2016 is going to be a year of transition for the Management Education Group, Inc. Beginning July I will be taking some time away from training and consulting to spend more time with family. While I'm looking forward to this new chapter, I'll certainly miss the daily interaction with clients.
Transitions offer new opportunities, and this change will be no exception. As I step away for awhile, I'll be introducing you to several new faces who will be able to step in. My goal is to share with you the most competent, professional, current talent to meet your performance management training and consulting needs.
Warm wishes, Marnie E. Green, CSP, IPMA-CP Principal Consultant
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