When performance assessments are approached with a cooperative attitude, the outcome is beneficial to all. The employee will come away with a clear picture of his/her strengths and weaknesses, and a plan for future success. The employer can use this opportunity to reward the employee’s contributions to the company, as well as work with the employee to modify any negative behaviors. Keeping the assessment interview on a positive course is the responsibility of both parties.
However, problems can arise if either party approaches the assessment process with the goal of enumerating mistakes, failings, or lack of enthusiasm for the previous year. When negative aspects must be discussed, keep the discussion specific to the unwanted behavior and its results for the team. Never make threats during this type of assessment. Outlining the previous negative behavior, with a strategy for improving performance, followed by a scheduled follow-up assessment will give the employee a chance to modify their own behavior, thus demonstrating their desire to remain a productive part of the team.
One way to assure that feedback is pertinent to what is going on now is to schedule intermediate assessment interviews as a team after a major deadline is met or a large project is complete. This gives the team a chance to go over what went well and what they would change for a similar project in the future.
It is also a good idea to hold intermediate assessment interviews for each person on the team. Casual assessments can be held during a lunch meeting or over coffee in the break room. However, if an individual is going to be made aware of a failing or asked to make any improvements at all, these assessments should be held in private, allowing time for the employee to express his or her point of view.
When casual assessments are conducted as a matter of routine, nothing in the annual performance assessment will come as a shock to the employee, thus eliminating the stress that can naturally occur during this process.