In the late 90s and early 2000s, I liked to watch Whose Line? The slogan was "Where the rules are composed and the points do not matter." Beginning with a simple prompt, hilarity ensues as guests begin to improvise what comes next (who, the episode with Robin Williams? Find it and look in. The sides will make you laugh). Do you already feel that it is your employee evaluation process?
I have certainly looked for ways to make the process easier and, more importantly, more meaningful for everyone involved.
How employee evaluations began
In my research, I recently listened to a podcast of Manager Tools who discussed the beginnings of what we now know as employee evaluation. . It was an interesting story because they shared that the assessments as we know them today were not meant to be shared with the employee. It was a tool that the army could use in succession planning: the information was shared with the general and used in case someone was killed in action and was killed. a promotion on the battlefield was necessary. The agents already had individual conversations with their direct reports on the performance, so they did not need to use this tool to have the conversation.
After the Second World War, as large companies began to form, they saw the military as a guide to effectively organizing huge numbers. The party that did not show up, however, was the ongoing conversations between the supervisor and the employee about the performance. Thus, companies began using a succession planning tool created by the military, but made it a communication tool by sharing these assessments with the employee. But, without this ongoing conversation, the assessment has ceased to become a succession planning tool and turned into a tool for, let's be honest, ensuring that the supervisor talks about his performance at the beginning. less once a year. No wonder we dread it; no wonder everyone EVER dreads the performance review.
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So, here we are, at a time when everyone is trying to find the "right tool" to make employee assessment less painful – because it's not the assessment who needs improvement, it is the tool. And some are just eliminating the performance evaluation all together. But does one or the other really go to the heart of the problem? I do not think the problem is the tool, but rather help supervisors to have meaningful conversations with their staff around the performance. And the only way to do it is to build trust.
How to Establish Trust Between the Employer and the Employee
Trust, built on a daily basis, allows the supervisor and his employees to have meaningful conversations about performance without the fear that accompanies this annual performance review. Regular conversations make this "chore" easier – we all know that doing a little bit every day makes a big job smaller. This confidence can then extend to human resources, who also dread the evaluation period because they read all these reviews to make sure the assessments are "fair" and "balanced" , giving feedback to the supervisor on how to write the assessment. but few comments on the conversation with the employee.
How can we build trust? Little by little, every day. We all know it – it's not rocket science, it's building a relationship. And talking with our employees when a problem occurs, whether it is good or bad, builds that trust. You can not talk to them when they screw up (and certainly do not wait on this conversation – it's pretty shitty to go into review time with your supervisor and hear them say "remember that time there are 6 month when … "And do not let your employees start thinking that no news is good news.You do not want that they have this pit in the stomach when you say "Hey, can I see you in my office?"
Good ratings are not about being sure you notice on the bell curve (and who decided that it was a good idea ???), or even write them from so that lawyers in an abusive dismissal case may not prick your words. Good evaluations should reflect a good relationship between the supervisor and the employee, which HR can facilitate.
I plan to delve deeper into this question for future posts, looking at how you can use your current tools to help supervisors build their relationship and arrive at a place where the points do not matter.