Agriculture Reference
In-Depth Information
3.
Provide employees with a benchmark of their achievements
4.
Provide information relating to decisions about promotion, advancement, and pay
5.
Give the manager guidelines for helping employees in the future
Performance appraisals should not only evaluate the employee and make them aware of their
contributions, but should also focus on results of the workers' efforts and their goals for the
next evaluation period. Good evaluation programs concentrate not only on past performance
but also on future opportunities. In addition, employee goals should be linked to the goals of
the organization. For example, how can the receptionist help the business with its goal of
increasing feed sales and production by 30 percent this year? Do they understand what the
goal means? Management should work to integrate all employee goals with company
goals.
Both the manager and the subordinate often view evaluations with apprehension. The
manager should remember that evaluation is a tool and not a weapon, crutch, or cure-all. The
major purpose of evaluation is to improve performance, not to punish employees. The suc-
cesses as well as the failures of both the manager and those managed are recorded during an
effective evaluation.
As with any tool, the effective use of performance appraisal depends on the skill of the
operator as well as the quality of the tool. The evaluation instrument itself should be as
objective and clear as possible. Letting the subordinate use the document for self-evaluation
prior to the session is helpful. A comparison of the manager and employee ratings opens the
way for good communication fl ow. Managers must understand that they are not in a position
of judgment, but rather are seeking to create an honest two-way discussion aimed at positive
reinforcement of morale and improved productivity.
The evaluation should be conducted in a private, quiet place without interruption. The
manager should make the process relatively informal and be willing to listen. As in the job
interview, the manager should put the employee at ease as quickly as possible. Discussion of
personality factors should be avoided, if possible. However, if the subordinate is in the mood
for such a discussion and this discussion could improve job performance, then the manager
may make the most of the opportunity.
Follow-up discussions after the evaluation give the manager a chance to encourage
improvement if and when it occurs. Such discussions or “checkups” also keep the manager
current on changes in performance. Follow-up (particularly when a subordinate's evaluation
was substandard) allows the manager the opportunity to offer recommendations and sugges-
tions, and, if necessary, to exercise disciplinary practices to improve performance.
Another evaluation/feedback concept that works well is for a manager or supervisor to
utilize a monthly 1 x 1 (one-on-one meeting) with employees. Such meetings can be helpful
in eliminating surprises during formal evaluations. A simple 1 x 1 format may include:
1.
Current open items (things being worked on)/what's going on in “their world”?
2.
What can the manager do to help, what additional things does the employee need to do
their job?
3.
Encourage feedback, as this sets the tone that feedback is encouraged and welcome.
New employees should be evaluated formally with great frequency. Established employees
should be evaluated at least semiannually to ensure that work performance is progressing
satisfactorily. An annual checkup usually is not suffi cient to catch problems and change
work habits or productivity factors that need improvement. Of course, formal evaluation
