The first part of this series introduces you to the concept of performance management – it incorporates a set of integrated practices that enable an organization to meet defined goals and/or objectives. Part two takes a look at steps to identify the right individual goals to enable organizational success while part three encourages supportive interventions by way of coaching, feedback and performance development improvement plans.

The performance cycle begins with a performance plan that’s strategically and operationally aligned, designed with SMART goals and intermittent checkpoints and allows for adjustments to be made along the way as circumstances evolve.  For instance, as the fiscal year draws to a close, revenues will be tallied, service standards will be rated and stakeholder impact will be calculated — all to assess and learn from actual outcomes versus the anticipated outcomes.

Whether you deliver a probationary, quarterly or annual performance evaluation, consider these four steps to better prepare for your next evaluation conversation.

1. Keep a “for example” file

Through the year as work is performed, your staff will experience moments of success as well as moments of lessons learned. As these occur, take note of these incidents so that you can be prepared with meaningful points of reference and relevant examples during your evaluation conversation. This will be of particular benefit in support of any developmental commentary you give. A work-related example helps to keep the feedback objective and constructive.

2. Set a date

Setting aside dedicated time that’s mutually convenient and scheduled well in advance of your meeting date sends a clear signal to your staff that the conversation is an important one and that your undivided attention can be expected. Advanced scheduling allows both parties the opportunity to adequately prepare by reflecting on achievements and lessons learned, gathering supportive resources, such as the job description and the performance plan and for private meeting space to be reserved.

3. Invite participation

To ease the anxiety that typically accompanies evaluations and to set a conversational tone, encourage, if not insist that your staff complete a self-assessment. Not only does this give staff an opportunity to actively participate in the process, it also gives you a clear indication of the employees’ perspective regarding their performance contributions – which may or may not be in line with your perspective. You’ll want to build in enough time through the process to be able to incorporate information from the self-assessment into the employee’s performance evaluation – information that you may have overlooked. Or, you may need to develop concrete rationale for your points of differentiation.

4. Be aware of “rater-errors”

There are a number of rater-errors that can influence the evaluation your staff receives. You will want to be aware of and attuned to the potential that these common rater-errors might surface as you construct your evaluation commentary.

• Halo Effect – where the judgment or perspective you hold of your staff affects the overall impression/performance rating you attribute.
• Recency Effect – where the most recently recalled performance outcome/behaviour – whether it is positive or negative – is the performance that influences the rating you attribute.
• Central Tendency – where evaluations of staff will reflect a “middle-of-the-road” rating to avoid difficult or uncomfortable conversations.

An objective, constructive and well delivered performance evaluation serves to: a) recognize contributions to organizational results; b) reinforce desired outcomes and behaviors; c) identify opportunities for growth; and, d) inform relevant reward action, whether it be a salary adjustment or new responsibilities.

Ultimately, strategically and operationally aligned performance contributions improve your organization’s ability to get the right things done, as as well as enhancing job satisfaction by engaging your staff in key decisions that affect the work they do.

Performance most definitely matters! How are you managing it?

To submit a question for a future column please leave a comment below or contact editor@charityvillage.com. No identifying information will appear in this column. For paid professional advice about an urgent or complex situation, contact Veronica directly.

V. Utton & Associates offers boutique-style human resource management services to small and mid-sized organizations with particular expertise in the non-profit sector. For a fresh “VU” on people practices contact us at info@vuttonassociates.ca.

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