Employee evaluations

Your company may already have an Induction Programme and a Career Assessment Programme. If you do not then we offer the following guidelines.

Induction

A new employees impression of their company is quickly formed. The input and feedback that person receives within the first two weeks of their employment is vital. The induction programme is therefore a key forum for establishing a positive start for new employees. As a brief outline, the induction should achieve the following.

• Explain fully the function and the role they will play within the organisation
• Establish an early understanding of the company culture and ethics
• Commence a programme of training or re-training so that basic corporate methods can be introduced.

Early Assessment

Establishing a clear picture of a new employees ability and performance can take a varying amount of time dependent upon the requirements of the position.

Following a time period you feel is right for the situation, it is important to have a discussion whereby a two way assessment can be gained of both the individual and the company are progressing.

The initial assessment will inevitably focus on the basic requirements of the job. To assist in this process the job spec can again be utilised by both parties as a background for a discussion.

As a forum for discussion the following questions will stimulate a good self- analysis from your new employee:

• Refer to initial objectives set upon commencement, what has been achieved? What actions have been taken?
• How are their skills matching up to the job requirements
• What are the objectives for the forthcoming six months and what input is required from the company in order to achieve them? What is required from the employee in order to achieve them?
• Are there any further areas requiring discussion?

The follow up to this assessment is of course dependent upon the company and the job concerned. However the key is that it is followed up and that your methods incorporate a system for evaluating the individuals progress against the skill levels required by the job.

How to Conduct Effective Appraisals

Empower your staff - appraisals handled effectively can really play a part in improving an organisations bottom line performance.

We are probably all aware that highly motivated staff are instrumental in the success of any company. But when it comes to appraisals we often see that managers find themselves “going through the motions”.

Appraisals represent a great opportunity not just to praise an individual for good performance, but also to re-motivate, refocus and plan for the future. The whole point of an appraisal is that it should be forward looking. Past performance only points to ways of improving performance in the future.

An appraisal is time for goal and target setting, to build on successes, or possibly to wipe a slate clean and start again. The one vital ingredient and unfortunately the one most often missing is pre- planning. If we want to get the most out of it appraisal must be structured.

A good starting point is to analyse what an appraisal should not be.

An appraisal is not:

• One-sided
  The meeting represents an opportunity for both manager and employee to review the past and to use their findings for the future. If no opportunity is provided for both parties to agree what they expect from each other then employee negativity to “the system” will increase and motivation decrease. Action plans should therefore contain the responsibilities and expectations for the employee but also how the company is to help the individual achieve such expectation levels
• An assessment for a pay rise
  Where pay rises are announced during an appraisal the opportunity to utilise the event as a motivator in itself is lost, particularly if an improvement is sought and a low or zero pay rise is the result. A review of the strengths and weaknesses, an action plan followed by a pay review at a later date is likely to produce a more positive long-term result
• A grievance session
  An appraisal should focus on the formulation of solutions and not simply point out weaknesses. Emphasising positive attributes before moving on to unsatisfactory ones is far more likely to create an atmosphere whereby weaknesses can be discussed objectively and openly and future plans can be laid.

Preparation holds the key

A pre appraisal form, completed and returned before the meeting can help to save an invaluable amount of time and ensure that the objectives of the appraisal are met. It raises the issues before the meeting ensuring that for both parties a path can be followed during the meeting. The managers assessment of the employee should be considered in a S.M.A.R.T framework, Specific, Measurable, Attainable, Relevant and within a reasonable Timescale.

Success on the day

“Quality Time” is a phrase we all understand but frequently mismanage. While time is set-aside with the best intentions for the needs of our employees, it is often meetings such as appraisals that suffer under the pressure of workload.

If we consider the impact that a well-run appraisal system can have on our productivity then we should reconsider reprioritising the tasks we are prepared to cancel or postpone when the pressure on our time begins to build.

If we want the appraisal to be successful it is important that we create an action plan that quantifies from both parties point of view what needs to be done between this appraisal and the next. This will ensure that good intentions are not forgotten and that the appraisal and its action plan can be used as effective management tools.

The benefits

From an employees viewpoint the appraisal should motivate, build rapport, acknowledge strengths, whilst also highlighting areas for improvement. It also provides a platform for goal/objective setting, showing the employee the parameters against which he is judged. In addition, as teamwork becomes more and more important in the success of many organisations, it can be a great opportunity to identify how team members inter- react with each other raising the issue of possible adjustments.

From a corporate viewpoint, appraisals provide an opportunity to motivate as well as providing us with a simple evaluation format. It also allows us to reaffirm corporate culture, set targets and develop ideas and set levels of expectation. In other words the appraisal should be looked at as an invaluable management tool that, used effectively will have a direct impact on your organisations bottom line.