This is part two of a two-part series on the evolution of the employee evaluation process. Read part one here.
You’ve made the decision to move away from the traditional annual employee review process to having more frequent check-ins with your employees. During a recent NationaLease meeting Jeanne Stewart, founder and president of HR On The Move, shared tips on what should be included in those reviews.
Your evaluations should center on goals, performance, and employee development.
When reviewing goals, Stewart suggested asking the following questions:
- What goals were completed?
- What goals are still in progress?
- What is getting in the way of achieving goals?
- How do goals need to be adjusted to align with changing priorities?
- What resources are needed to better reach goals?
- How do individual goals support department and company-wide goals?
When talking about performance, look at the following areas:
- What behaviors should the employee continue to demonstrate?
- What new behaviors should the employee start doing to achieve results?
- What behaviors should the employee stop doing to achieve results?
When discussing employee development, ask the employee the following questions:
- What are your career goals/aspirations?
- In what areas do you want to grow/develop in order to achieve your career goals?
- What experiences and opportunities can be provided to asset you in achieving your career goals?
- What can the company do to support your development?
Moving from the traditional model of employee evaluation is not without challenges. It will involve aligning individual and company goals, rewarding performance, identifying poor performers, and avoiding legal troubles. However, all of these challenges can be overcome.
To be successful when moving to this new type of employee evaluation, Stewart said executive sponsorship is critical and that managers need to be trained in the proper way to conduct these types of evaluations. It is also critical that you communicate early and often with employees when making the transition.
Jane Clark focuses on managing the member services operation at NationaLease as vice president of member services. She works to strengthen member relationships, reduce member costs, and improve collaboration within the NationaLease supporting groups.
