Let Go of Grudges

Last week, I taught at University of Nevada-Reno about managing the performance of employees. As almost always happens in classes I conduct, a participant shared with the group and me an experience containing a useful lesson. I’ll pass the lesson on to you.
     The sharing came at a point where I was talking about ways to accurately assess employee performance. Research in organizational psychology shows that much of the bias when completing a performance appraisal form can be eliminated if, before completing the form, the supervisor reviews the following:

• The job description for the employee’s position. This reminds the supervisor of the behaviors and outcomes to expect from the employee.
• Behavioral examples of “below,” “meets,” and “above” expectations. What does it look like when an employee satisfies the standards for the job? When the employee exceeds those standards and when the person falls short? These brief sketches give you benchmarks to use in doing your assessment.
• Your log notes on the ratee. The formal evaluation might be completed only once per year. Unless you’ve been making notes over the period of the year—and then reading through them before you do the annual review—there is a danger you’ll bias your conclusions toward whatever’s happened very recently.
• Records of coaching or counseling sessions with the ratee.
• The ratee’s self-assessment form. It’s best to have the employee complete a form rating their own performance and then give it to the rater in advance. This reduces the chances you’ll overlook something important that affects the evaluation.
• Information on the ratee from others. What do coworkers, customers, vendors, and direct reports think of the employee’s performance? Take care not to overload yourself with information, but do tap a range of sources.
• The last completed performance appraisal form on the ratee. If the employee made a commitment to action last time, you’ll want to follow up on where things stand now.

     As soon as I completed this list with my seminar participants, one of them said, “In my organization, we’re never to look back further than the last completed performance appraisal. Dig into the more distant past, and you’ll risk biasing yourself with grudges you or another supervisor can be holding.”
     That’s an excellent lesson. People change. Give each employee the opportunity to be viewed differently. This holds true not only when doing the formal appraisal, but also in our day-to-day supervisory style.

Click below for more:
Manage Staff Performance with Respect
Stamp Out Bias in Your Decision Making