The Positive Use of Employee Evaluations

By Cory Wright

One of the most satisfying experiences I encountered as a Facility Manager was doing evaluations for my subordinate staff.  For the most part, many of my colleagues in management did not enjoy doing evaluations because they did want to document negative items of their staff.  I saw the process different, and maybe it’s because I understood a different value such as team building. By no means am I assuming to be a better manager than my peers, but my background as a leader in team sports prepared me for being an accountable leader.  Since a young age I understood the value of practice, getting better, holding individuals/myself accountable and celebrating victory as a team. Many companies do evaluations once a year and that seems to be the corporate and private sector standard. I always did two evaluations per year and new employees were evaluated four times per year. In team sports you are evaluated every day!  Every practice and every game you keep stats and identify a production average as a baseline which gives you the foundation for potential improvement. You don’t wait a whole year to address your weak areas, you address them every day as your progress can help the team as a whole and you as a contributing member.  

A great benefit of doing employee evaluations from the manager’s perspective is it builds the foundation for salary increases.  Within most organizations evaluations are used to either approve or deny salary increases and/or promotions. Guiding and establishing clear objectives with subordinates allows for a better relationship and better communication in between evaluations.  When both parties understand what each other is seeking and a definitive path can be navigated, there has been less tension in the manager/subordinate relationship in my experiences. We both are comfortable knowing what each other expects, there is no threat of sabotage or insubordinate behavior.  You can also separate yourself by being the type of manager that adds positive documentation to a deserving employee’s personnel file. This type of documentation can be highly favorable in the future when advancement opportunities arise. In some organizations labor unions may have incorporated time served salary increases in their bargaining agreements.   In these cases the subordinate will get their increase just by staying employed over a specified period and these staff members are evaluated with the same expectations but may not be salary driven since that is a built in arrangement. It’s also important to acknowledge that some job titles have minimum and maximum salaries ceilings built in. Some employees may feel trapped within a job title that they may have outgrown in responsibility and the clear communication of future career intentions are conversations that can be amicable for both parties.  A great platform for these discussions are the evaluation period.

In a few unfortunate cases employee evaluations will aid in the separation of an unsupportive employee.  Some labor unions are so strong that a court order may need to be executed before an organization can terminate an unsupportive employee.  In these extreme circumstances most Human Resources departments will advise managers to honestly document subordinates which may include additional supportive data as it will aid in the execution of the separation process.  In my experience, most unsupportive employees usually have a history of performance deficiencies in multiple areas such as general work performance, attendance, character, integrity, quantity output, quality output, insubordination, absenteeism, lateness and the inability to get along with clients and/or colleagues.  In rare cases even if all the above were present, a well-oiled organization would have a remediation process in place where the manager establishes meetings, timetables, sets goals for improvement, engages with a committee, considers a transfer of duties along with other opportunities to develop the employee before the conclusion of termination is decided.  Keeping timely and accurate evaluations will aid an organization in its decision to dismiss an unsupportive employee quickly at the early stages of their employment.

Employee evaluations have a beneficial use externally too.  Potential external employers will request your evaluations or speak to your previous supervisor and get a verbal evaluation.  Every employee should be given a copy of their evaluation that they signed (as received, not necessarily as complicit with the content), along with a one on one counsel with their supervisor to discuss the content.  By signing the evaluation the employee is agreeing with the content, they are acknowledging receipt and that a counsel was given. The employee has every right to add commentary on a separate statement that can be attached to the evaluation and accompanied to their personnel file.  In my experiences regulatory enforcement agencies have called and requested either the written or verbal evaluation of subordinates that may have been involved in an investigation. They do this just to get an idea of a person’s character at work to compare it to an external activity.  There are also times when a supervisor is called in as a witness either for or against a subordinate and requested to use the evaluation as a point of reference.

We will follow up with using an evaluation as a weapon, but we must speak on it here as well.  In the following context we will assume mature means successful, and successful means a builder of community that has helped and elevated others. Let’s go.! The mature and successful manager does not use evaluations as weapons. The mature manager uses it to reinforce the organizational policies and guide an employee towards a more productive existence.  Many employees fear being evaluated because they don’t feel their supervisor is mature enough to handle the process unbiased. Based on the normal interactions between managers and subordinates they may be correct. This is why it’s important to have open lines of communication in this relationship. Organizational mentorship needs to expand and include the techniques of administering an accurate employee evaluation.  Without proper training and/or mentorship far too many managers treat this relationship as if it’s a parent/child relationship. This is the common misunderstanding as managers confuse subordinates as minors, and have not been trained to manage an adult. By default they reference their only management memory and that’s of their children. Not a good idea. Even the best people in any profession must constantly revisit and practice in order to stay sharp.

Evaluations are a skill building tool when conducted honestly from a knowledgeable resource.  Organizations make great efforts to recruit the best possible candidates. Even with these detailed intensive recruiting searches employers will compromise their final hiring decision as the pool for the “perfect” employee is slim.  A competent secure supervisor constructively identifies flaws and sets up a program to improve on the employees the organization has heavily invested in. When an organization views its employees as an investment they tend to train them to become better employees and thus better serve the organization’s goals.  There is a stark 180 degree difference between investing and not investing in employees. When an organization embraces their true profit and loss statements and the positive impact on credible employees, a greater utilization of honest evaluations will immediately pay large dividends. It would be a cost effective and administratively wise decision to continually train managers on how to properly execute honest employee evaluations.  

Do them and have them done for you.  Don’t allow your manager/supervisor not to do them.  You should never be in fear to have commentary about your work habits, efforts or general work performance. Disclaimer, you shouldn’t be hesitant as long as you give an honest positive effort and can show tangible results that positively impact the organization.  Most importantly, document your successes. Don’t be shy at identifying your contributions to the organization. If you know you are succeeding at your workplace or meeting expectations then you should also welcome the conversation as insight into your status will help you with improving your current job direction and/or creating the path to plan your next internal assignment.  Always bring your job description with you to your evaluation as it keeps both you and your manager focused on what exactly you are paid to do. Every work experience should be a learning experience that adds to your portfolio. Some managers see evaluations as a chore, and choose to avoid doing them. While making this decision they have chosen to forfeit their ability to protect both themselves and the organization.  Some managers are just lazy and don’t see the value because the culture at their workplace has imposed a negative light on evaluations. Be the change that you want to see by maximizing your effort. Doing evaluations saves jobs and improves workplace communications, which in turn reduces hostility in the workplace. Know your rights and hold people accountable. For more content visit us regularly at g04.900.myftpupload.com and enter your email below to stay updated on posts, courses, and things we have in store coming soon.  For any future blog ideas or OSHA, public health, and/or facility management questions email us at [email protected].