Finally, if you have multiple employee performance evaluations to provide, don`t start with the person whose performance has been the worst and where disagreements are most likely to occur. Start with the simplest – your best interpreter – and move on to the more difficult. In this way, you build your skills and become more familiar with the performance evaluation process. The easiest-to-solve performance assessment problems may be those for which the leader`s opinion is based on objectively erroneous information. For example, the manager might say, « I rated you a 3 because your total customer service score was 74, » even though your total score for customer evaluation was 98. This may be a case in which the erroneous data is sufficiently important to warrant a challenge to the final result. Challenging a boss`s assessment, even in a clear case of bad data, is always a tickle. Be careful. It`s not easy to tell your boss whatever you choose: « You`re wrong. » Keep in mind that your boss probably has a significant investment in the valuation you have questioned. For most managers, writing performance evaluations is a tedious and moving activity. Your supervisor may have had to explain and justify the assessment he gave you during a calibration session during a calibration session with other executives, and a decision to change your assessment may require changes to other employees` evaluations if your company follows strict distribution policies. Your boss may have checked your assessment in advance with your boss, and it`s unpleasant at best if he has to go back and admit he made a mistake the first time. Be sure it`s worth it.
Here are some important evaluation comments for executives and managers. Here are some comments on assessing staff performance to stimulate innovation and creativity: performing performance controls can be difficult. Especially for managers. Sometimes there is a big difference between what they say and what they want to convey. To improve this, it is important for employers to comment on the art of constructive performance evaluation. This creates an « ambush » situation for the employee in the evaluation – which is essentially what you seem to describe – where they suddenly receive significant and unexpected negative reactions and are drawn to react defensively; a long discussion, sometimes inflamed and almost always fruitless, is usually the result.