Why Do Some Managers Hate the Performance Evaluation?

Why Do Some Managers Hate the Performance Evaluation?

Performance reviews may not be any manager’s favorite activity. It is natural for employees to feel dizzy when they hear the words “performance evaluation.” After all, their work for the last couple of months will be reviewed. However, the dread of performance evaluation is not only experienced by the employees. When the time of the year comes around, the managers develop cold feet because of some of the reasons discussed below

Poor Role Modeling from leadership

It is important that the senior executives commit to performance management. If the senior leaders do not take performance management seriously, managers will follow suit. The manager’s lax in carrying out performance evaluation is because the senior management demonstrates that it is not important. More often than not, the managers who delay carrying out the performance management do so because their own managers are doing the same. A survey carried out by Mercer in 2013 revealed that organizations that have a high executive commitment were more likely to rate their performance management as effective (Caruso, 2015). The commitment of the seniors can be demonstrated through the provision of regular coaching, holding one-on-one discussions about employee performance, and holding people accountable for performance.

A Year Mindset

When performance management is only considered once a year and is summed up in a review discussion, one does not have to wonder why it is failing. Managers who do not have the habit of coaching employees and giving them feedback are sure to have a hard time when the ‘review time’ comes (Caruso, 2015). When the time comes, a performance review presents itself as a tedious task of gathering information, crafting relevant messages, and struggling to remember details, especially when the news to be delivered is not good.

Lack of confidence

Naturally, people tend to focus their energy in the areas where they are strong and dodge the areas of weakness. If a manager does not feel confident in their ability to have a productive discussion, they are likely to avoid it altogether. The Mercer study of 2013 detailed that one in every three managers has poor skills when it comes to having valid performance dialogues with employees, and more than half of all managers do not have proper skills in issuing directions and career coaching to employees (Caruso, 2015). The results of the study show that managers should be provided with support and training in these critical areas. This will ensure that they are capable of conducting successful performance management and gain the confidence and engagement of the employees.

Traits of an Effective Manager in the Workplace

Some managers are capable of motivating employees from the moment they start working in a company, yet others cannot get the same employees to work for them at their full potential. The problem results from the manager lacking some traits, which leads them to failure. A successful manager should have talent and skill, both of which can be developed over time through experience, training, and mentoring. The following traits are necessary for every manager:

Leadership – Many managers lack this trait these days. Often, companies promote employees that show tremendous results. However, it is rare that a good salesperson will be a good leader. A true leader should be able to inspire trust, provide direction and delegate responsibilities (Tolentino, 2014).  A manager who is not able to perform these tasks is not a leader.

Communication—A manager should possess strong communication skills. For things to run smoothly, it is not enough to properly highlight what you want from your employees. You also need to show the employees that you appreciate them. A good manager should be able to understand, decipher, and communicate a company’s vision to the employees to maintain productivity.

Adaptability – Rarely does a business go exactly as planned. A successful manager can adapt to changes. Adaptability makes a manager good at their job. If a manager adapts to unexpected circumstances well, they will lead the team to successful future. Consequently, the adaptive manager will be able to come up with new solutions to any problems that come up (Tolentino, 2014).

There is no tangible profile for managers who struggle with the evaluation process. One cannot stereotype them since anyone can struggle with the evaluation.

Elements of a successful evaluation process

Clear, Measurable, and agreed-upon objectives

Sound management must have set objectives. A good starting point is where the employees have clarity about the objectives of evaluation. Better still is where the objectives are measurable such as grow sales by 5 percent, respond to customers within two minutes and so on. The more specific the objectives, the lesser the possibility of later disputes and confusion (Lipman, 2012).

Thorough Documentation

The establishment of thorough documentation is a first cousin to clear objectives. Multiple business events take place in a company, and it is essential that the manager has a reliable record of the important matters. The record should be fair and balanced; recording failures and successes. If the end year comes and there is no data available, evaluation has to be made on sheer memory, and differing interpretations of reality will be invited. This will be coupled with the unpleasant time evaluation.

Formal Mid-Year Evaluations

Performing mid-year evaluations imposes rigor on the process and enables the gathering of valuable information for meaningful assessments. Additionally, it makes the process easier at the end of the year (Lipman, 2012).

Frequent meetings with meaningful feedback

This is an ongoing activity which should be carried out from time to time. It provides a platform for general project discussion and enables the managers to get immediate feedback. Additional, it enables the problems to be tackled head-on. Preferably meetings should be held every two weeks for about thirty minutes.

Evaluation Form for direct reports

Employee Evaluation Form

Name of employee ___________________________Position___________________

Employment date_______________

Duration in the position__________

Record of Attendance

Absent for how many days this year____________ Days approved___________

Days unauthorized______

Absent for how many days last year____________ Days approved___________

Days unauthorized______

Late for how many days __________________ Previous year_____________________

Rate the attendance

❏ Excellent

❏ Good

❏ Poor

Manager: What are the essential job responsibilities

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Work performance

Give the job performance in the sections

Work Quality

1—Needs minimum supervision and produces neat and accurate work consistently.

2—Needs little supervision, but the work is accurate and neat.

3—Makes a few mistakes and produces work with good quality.

4—Quality of work needs improvement, produces work that is passable.

5—Produces unacceptable work and makes a lot of errors.

Comments:

___________________________________________________________________________________________________________________________________________________________________________________

Job knowledge

1—Has mastered the duties and carries them out with precise skill, understands all work phases.

2—Performs job functions well with good knowledge.

3—Requires minimum supervision and understands most of the functions

4—Shows understanding of the job but requires help and instruction in some phases of work.

5 – Does not have an understanding of job functions and performs duties ineffectively.

Comments:

_____________________________________________________________________________________________________________________________________________________________________________________________________________________

References

Caruso, K.N. (2015). Three Reasons Why Managers Avoid Performance Reviews. Retrieved        from http://web.viapeople.com/viapeople-blog/three-reasons-why-managers-avoid-       performance-reviews

Lipman, V. (2012). 4 Steps To Painless (And Effective) Performance Evaluations. Retrieved         from https://www.forbes.com/sites/victorlipman/2012/10/04/4-steps-to-painless-and-     effective-performance-evaluations/#989f09e7b29c

Tolentino, L.O. (2014). 6 Important Traits Every Effective Manager Needs To Have. Retrieved    from https://www.workitdaily.com/effective-manager-important-traits/

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Some managers would rather get a root canal than go through the performance evaluation process with their direct reports. Why? What does research tell you?

As you respond to the two questions listed above, please address the following:
•What traits does an effective manager display in the workplace?
•Is there a profile for a manager who may struggle with the evaluation process?
•What are the key elements of a successful employee evaluation process? How should a manager prepare for the event?
•Develop an evaluation form for your direct reports and show how the evaluation criterion correlates to the organization’s objectives