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Use an Evaluation as a Blueprint for Transforming Problem Employees

Early in my career, I worked for a company with a simple rule for evaluations: Supervisors couldn’t use an evaluation to bring up performance issues for the first time. That rule made the assessment seem less like an attack and more like a framework for improvement.

Far too many supervisors use evaluations as a weapon to get back at problem employees. The frustration is understandable, but the simple truth is that supervisors who use evaluations primarily to upbraid employees violate sound business practices. An evaluation should inspire employees to improve.

Allow employees to respond to their evaluations. Read your managers’ assessments. Then read their subordinates.’ If you suspect the manager is using the evaluation as a reprisal, remind him or her of the purpose of an evaluation.