Completing the Evaluation Form
Begin completing the evaluation by reviewing the individual's job description and performance expectations. Review your department's guidelines for using the specific form(s). Review the criteria for the different ratings.
Always keep in mind that the performance appraisal reflects an evaluation of the worker's performance OVER a defined period of time--usually either six months or a year. Review your performance notes on that individual. Complete the form avoiding the common rater biases. Consider the other sources of input.
Be conscious of the common rater biases.
Remember that whenever you give an "unsatisfactory" score or rating, you must identify the problem and provide specific suggestions for improvement/correction. Many agencies also require that any score above a "satisfactory" be accompanied by specific reasons for the above satisfactory rating. The latter is an excellent idea as it tends to result in a more objective and fair evaluation.
Other Options
Whereas the supervisor traditionally completes the document prior to the performance appraisal interview and permits the employee to review it prior to the interview, there are several options you might consider.
Two Interviews
There is a growing practice to actually conduct two supervisor employee conferences at the time of evaluation. The first is an informal meeting in which the supervisor and the employee discuss the employee's performance and plan for the future. Ratings for the various categories are discussed. Typically the supervisor and employee can reach a consensus regarding what will appear on the supervisor's formal evaluation. There will be no surprises on the formal evaluation.
The supervisor then completes the evaluation and forwards a copy to the employee.
At the designated time the supervisor and the employee meet once again to review the formal document, address any outstanding issues, and sign off on the evaluation.
Self-evaluation
You might want to have the employee complete a self-evaluation prior to the performance appraisal interview. It encourages the employee to give some serious thought to his/her performance. You may want to review the self-assessment prior to your completing the evaluation.
Another use may be made of the self-assessment. Have the employee bring his/her self-assessment to the interview. Compare ratings on the self-assessment and on your preliminary draft. Discuss the similarities and differences between the two documents. Together prepare the final performance review form always being certain your employee understands the derivation of the final rating.
One of the bigger concerns of supervisors who do not do the above is the possible overinflation of ratings on the various items by the employees. Experience does not show this to be the typical case. In fact, if the self ratings are not on target, they tend to be lower than those intended by the supervisor. If there are some serious differences, discuss them.
360 Degree Feedback
Somewhat different than the standard performance evaluation in which the immediate supervisor completes the employee's evaluation, the 360 degree feedback program solicits input from multiple if not all directions. It is seen as particularly beneficial for mid- and upper level positions. While Edwards (2005) provides a brief overview, you may want to learn more about it by reading the online articles listed below.
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References
Evans, B. "It's Time to Embrace 360 [Degrees]." Fire Chief. July 2003; 47, 7. Business Module.
Heathfield, S. "360 Degree Feedback: The Good, the Bad and the Ugly." http://humanresources.about.com/cs/360feedback/l/aa042501a.htm
FESHE Course: Personnel Management for the Fire and Emergency Services, Version 1.0, Winter 2007©
Page last updated:
November 19, 2007