Using Staff Evaluations to
Motivate Your Team
© 2010 Robert Half Management Resources. An Equal Opportunity Employer.
Employees were asked, “How valuable is the feedback
you receive during performance reviews?” Their
responses:
Somewhat
valuable
37%
Very valuable
40%
Don't know/no
answer
8%
Not at all valuable
8%
Not very valuable
7%
Source: Robert Half International survey of 612
men and women, all 18 years of age or older and employed
Today’s Topics
• Laying the groundwork
• Choosing the appropriate time and place
• Delivering criticism
• Managing different personality types
Agree or Disagree?
• Staff evaluations are a formality
• Staff evaluations require too much paperwork
• Staff evaluations can inspire strong performance
• Staff evaluations can erode morale
• Staff evaluations are an excellent time to
point out mistakes
Executives were asked, “How often, if ever, do you conduct
formal performance appraisals of your staff?” Their
responses:
Quarterly
10%
T wice a year
19%
Once a year
66%
Never
3%
As necessary
2%
Source: Robert Half International survey of 150 U.S. executives
Staff Review vs. Feedback
• Addresses
broad issues
• Addresses
specific issues
• Summarizes
past experiences
• Discusses
current experiences
• Occurs
periodically
• Occurs
all the time
Consider Past Success
• Create a performance folder for each employee
that includes:
– Notes to yourself
– Strong work samples
– Complimentary client letters
• Encourage workers to do the same
Employee Goals
• Establish them on day one
• Be selective
• Tie them to business objectives
• Create them together
• Make sure they’re challenging but realistic
–
Establish one “safe” and one “stretch” goal
–
Ensure they support employee career paths
Identify the Right Goals
• Establish goals that align with employee
needs and preferences
• Create career paths that don’t require
managing others
• Focus on strengths, not weaknesses
Set the Stage
• Allow ample time
– No more than two in one day
– Consider “anniversary” reviews
– Schedule sensitive discussions for Fridays
• Select a meeting location where you won’t
be distracted
Preparation Checklist
Employers:
Employees:
• Review goals and
• Review goals and
objectives
objectives
• Walk down memory lane
• Identify two or three
key points
– Consider specific
examples that
illustrate these points
• Consider employee
career paths
• Walk down memory lane
• Review key points
• Identify goals
– Consider specific steps
to help you achieve
goals
Is Your Process Fair?
• Forty-one percent of employees
surveyed said performance evaluations
were fair
Source: The Hay Group
Ask Yourself
• Are performance criteria job-related?
• Is the focus on results, not personal traits?
• Do employees understand the process?
• Have relevant employee behaviors
been documented?
• Have you reviewed your program with
legal counsel?
Separate Performance &
Pay Talks
Benefits Include:
• Increased focus on performance
• Flexibility in scheduling reviews
• Ability to adjust pay/incentives based on performance
review discussion
Confrontation Avoiders
• Inflate reviews
• Minimize conflict
• Give criticism in writing rather than in person
Harsh Critics
• Focus on the negative
• Compare staff to star employees
• Make generalizations
(e.g., You’re always late!)
Deliver Effective Criticism
• Start the review with positive feedback
• Be specific and provide concrete examples
• Try to determine the reason behind
poor performance
• Ask open-ended questions
– Is this a surprise?
– What do you think a reasonable expectation
would be?
Confident Carl
• High-ego employee
• Automatically resists negative input
• Tactics
– Prod the employee into evaluating his or her own
performance in sensitive areas
– Establish challenging goals
Solid Sam
• Strong performer who seeks approval
• Sensitive to criticism
• Tactics
– Compliment with high level of respect and appreciation
– Set reasonable goals
– Critique carefully, but don’t avoid criticism
Boundary-Loving Betty
• Dependable employee who thrives on routine
• Often quiet and reserved
• Dedicated to the job but not career-driven
• Tactics
– Use open-ended questions to draw him/her out
– Discuss life goals, not just career goals
Get Positive Results
• If you could change one thing about your job,
what would it be?
• What can I do to better support you?
• How can I help you meet your goals?
• If you could change one thing about the
business, what would it be?
• If this were your company, what changes
would you make?
Wrap Up the Review
• Review and document the main points of
the conversation
• Establish goals for the next review period
• Give the employee an opportunity
to respond
Solicit Feedback on Your
Own Performance
• Business partners
• Mentors
• Staff members
• Outside experts
Using Staff Evaluations to
Motivate Your Team
rhmr.com
© 2010 Robert Half Management Resources. An Equal Opportunity Employer.