How to Fill Out an Employee Evaluation

Prairie View A&M Univ

Performance evaluations can strike fear in the hearts of managers and employees. The contents of the form and discussion with the employee should not include drama, surprise or hurt feelings. Learn how to be fair-handed, honest and productive when evaluating an employee.

Things You'll Need

• The evaluation form
• Notes and records of the employee's work products and contributions
• The desire for a positive discussion/review with the employee and a productive outcome

Instructions

1. KNOW THE PROCESS, THE FORM, and WHAT's EXPECTED

   If you're not sure of the when-what-how, ask the human resource manager or a fellow manager for guidance. Take the responsibility of evaluating employees seriously. The evaluation you are about to prepare could affect the employee's compensation level, promotion potential, even their continued employment. And the results might reflect on your reputation and value to the organization.

2. 

   HAVE EVERYTHING YOU NEED IN HAND BEFORE YOU START

   Look at the position description or responsibilities, work products, previous evaluations (if appropriate), attendance or leave records, awards, incentives, training requests and reports. Take the time to gather information that will help round out your assessment of the employee's performance.

   If you haven't managed the person for the full rating period, or have only a bird's eye view of the employee's work, fill the gap with information. If the rules or circumstances allow, get input informally from others who regularly interact with the person being evaluated. Your boss, your colleagues, other subordinates can be good sources of information or can refresh your memory.

3. GET INPUT FROM THE EMPLOYEE BEFORE YOU EVALUATE THEM

   If rules permit and you are so inclined, talk to the employee BEFORE the evaluation. Ask him/her how they thought they did over the past year. Ask in conversation or by email for a short list of things they feel they attempted, accomplished, and did not achieve. Try to draw out what more they can or would like to contribute beyond their current performance, and what you can do to help. Use this input to get the flow of information going before you sit down to discuss the formal report.

4. 

   USE THE EVALUATION AS A CONSTRUCTIVE PROFESSIONAL TOOL.

   It sets the stage for what should be a healthy and candid discussion of performance with your employee. An accurate and constructive evaluation is key. Be candid, but also fair and compassionate. Draft the evaluation, put it aside, and re-read it with fresh eyes another day. Consider the impact on the person being evaluated; their reaction to your comments and any repercussions of the rating. Aim for a positive, motivating effect.

   Many managers take the easy road and inflate evaluations to avoid candor. If you give an Excellent rating to a Satisfactory level (or lower) employee, you short-change the employee, their next supervisor, and other employees who came by an Excellent rating honestly. You also miss a valuable opportunity to exchange expectations and influence the employee's work in the coming period.

   Conversely, if you use the evaluation process as an annual brow-beating exercise, you can expect problems with that approach. If you have tolerated poor performance, or lack of teamwork, or unprofessional behavior from an employee without discussion, the evaluation is not the time or place to raise it. There should be no outright surprises in your evaluation, nor any offensive or judgmental statements. The evaluation form should not contain issues or observations you have not observed first-hand or have not discussed face to face with the employee.

   The evaluation should focus on the employee's actual responsibilities, contributions, strengths and weaknesses. The overall rating should fairly reflect their duties and efforts. A well-written evaluation takes time and effort and should bring about a useful result for you and the person being evaluated.

Resources

• Article by David Javitch
• Article by Eiesla Sebastian