By Colleen J. McManus,
SPHR Director of Human Resources
State Bar of Arizona

You may recall seeing some statements being circulated on the Internet a few years ago that were supposedly taken from actual performance appraisals. Remember these?

"Since my last report, this employee has reached rock bottom and has started to dig."

"This associate is really not so much of a has-been, but more of a definitely won't be."

"This young lady has delusions of adequacy."

"He sets low personal standards, and then consistently fails to achieve them."

"This employee is depriving a village somewhere of an idiot."

Well, whether true or not, they certainly provide some great examples of what NOT to say when giving employees feedback on their performance!

Chances are that your organization has some type of employee evaluation system. Chances also are that managers in your organization need training and ongoing guidance from senior management and/or Human Resources to consistently and effectively administer this evaluation system. Even in organizations without a formal system, chances are that managers and supervisors require development in order to effectively provide performance feedback. This article is intended to impart information on best practices in providing employees with feedback on their performance, whether or not a formal evaluation system is used.

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There are five simple steps to this process:

1)     Set the stage

2)     Confirm purpose and expectations

3)     Review performance

4)     Discuss future plans and goals

5)     Close the meeting

Set the Stage

In setting the stage, be sure to come prepared. Perhaps you have reviewed work products and/or observed the employee handling some challenging activities. Most employees will appreciate that you've done your homework! Likewise, allow the employee to be prepared. This is an important discussion for him/her, so you'll want to give some advance notice. Schedule some time together, perhaps even away from the office, so that you will not have interruptions. Create a positive, non-threatening, and private environment. This is always important, but is especially so if you have negative feedback to discuss with the employee. Set a positive tone and put the employee at ease when welcoming him/her to the meeting. Making small talk about things going on in the office and/or a neutral topic outside of the office, such as the weather, is a great way to do this.

A very important goal for the person providing the feedback is to maintain the employee's self-esteem. You can do this by focusing on the specific behavior rather than on the individual's personality. For example, if an employee missed an important deadline on a project, talk about the specific problems that resulted from the employee's approach, rather than to say that he/she made a "foolish choice." Use coaching language to help the person understand what should have been done: "Jane, the next time you work on a project like this, I'd like you to consult with me more frequently on the status, to ensure that we stay on track and meet the deadline. Missing a deadline like this is not an option in the future. I'm sure that with your ideas and our regular communication, we can accomplish this goal." There are times when very pointed feedback and direction must be given, but this kind of message can and should still be delivered in a way that attacks the problem, and not the person.

Confirm Purpose and Expectations

Remind the employee that the purpose of these discussions is to recognize his/her accomplishments and to improve their continuing performance, growth and development. Let the individual know that this type of meeting allows for two-way communication, and encourage his/her input throughout. If you have a certain format or agenda you'd like to follow, let the employee know. Verify his/her understanding of your comments, observations and, if applicable, ratings. You'll also want to verify his/her understanding of your standards and expectations for the future. Active listening is a great technique for this part of the discussion.

Review Performance

Focus on performance standards and objectives, and describe how the employee's performance met or did not meet these standards -- this is not a time to compare the employee's performance to that of other employees. The provision of specific examples can be key to this type of discussion. The more you can illustrate examples or situations when the individual's performance met or did not meet the standards, the better he/she will understand the feedback, and the less likely that he/she will take the feedback as a reflection on the person or personality. It may help you to provide positive observations first, and then to discuss areas needing improvement. It may also help you to discuss areas where you expect the employee's agreement first, before you discuss areas where there may be disagreement.

In the event of disagreement:

• Remain calm.
• Listen to the employee's views, using active listening to demonstrate your understanding of his/her views.
• Remember that acknowledgement is different than agreement; you can acknowledge the employee's feelings even if you do not agree with his/her position.
• Be prepared to repeat relevant information and provide additional examples when necessary.
• Acknowledge areas that may not have been (or may not be) within the employee's control.
• Keep a positive tone and let the employee know you are interested in achieving his/her understanding and agreement.

Discuss Future Plans and Goals

Discuss future targets and goals to ensure the employee's understanding and agreement. A very proactive approach is to discuss the things you are prepared to do to support the employee in meeting these goals. For example, if one goal for the employee is to complete an outside training program, you may be able to provide him/her with a flexible work schedule and/or additional staff coverage for his/her function so that this can be accomplished with minimal inconvenience to the employee.

If the employee's performance met or exceeded expectations, help him/her to identify new challenges for employee growth and development. Ideas may include cross training in another area, working on an organizational project outside the scope of normal job responsibilities, and becoming involved (or more involved) in a professional association. If his/her performance did not meet expectations, reevaluate objectives and strategies. Be prepared to address roadblocks that may not be within the employee's control. Help the individual to redirect his/her energy on achieving the goals, and let him/her know that you are there at anytime to provide guidance and to support this effort.

Close the Meeting

Summarize your observations and ratings, being very clear in your comments to the employee. Review the targets/objectives to which you have agreed, and discuss how you will monitor and assess the employee's performance in working toward their accomplishment. Ask the individual for other thoughts or input he/she may have to offer. Also ask if he/she has any questions about anything covered in the discussion. Remind your staff member that you are available for questions at any time over the course of the evaluation period.

Finally, thank the employee for participating in this important discussion. Express your support for his/her efforts and your desire to continue to work with him/her in achieving the goals you have discussed together. As appropriate, you should also express your confidence in his/her ability to be successful.

Summary

I have often heard managers say that employees are their most valuable resources. If true, those same managers should agree that effectively supervising and evaluating their employees is one of their most important job responsibilities. By taking the time to prepare for a performance discussion with your staff, you can set a professional, proactive tone and provide specific information that will help them to better understand your feedback and expectations. This is a very important step in building the most effective working relationship with your team.