© 2010 Robert Half Management Resources. An Equal Opportunity Employer.

Using Staff Evaluations to Motivate Your Team

Source: Robert Half International survey of 612 men and women, all 18 years of age or older and employed

Employees were asked, “How valuable is the feedback you receive during performance reviews?” Their responses:

Not at all valuable8%

Don't know/no answer

8%

Not very valuable7%

Very valuable40%

Somewhat valuable

37%

Today’s Topics

• Laying the groundwork

• Choosing the appropriate time and place

• Delivering criticism

• Managing different personality types

Agree or Disagree?

• Staff evaluations are a formality

• Staff evaluations require too much paperwork

• Staff evaluations can inspire strong performance

• Staff evaluations can erode morale

• Staff evaluations are an excellent time to point out mistakes

Executives were asked, “How often, if ever, do you conduct formal performance appraisals of your staff?” Their responses:

Source: Robert Half International survey of 150 U.S. executives

Twice a year19%

Once a year66%

Quarterly10%

Never3%

As necessary2%

Staff Review vs. Feedback

• Addresses broad issues

• Summarizes past experiences

• Occurs periodically

• Addresses specific issues

• Discusses current experiences

• Occurs all the time

• Create a performance folder for each employee

that includes:

– Notes to yourself

– Strong work samples

– Complimentary client letters

• Encourage workers to do the same

Consider Past Success

• Establish them on day one

• Be selective

• Tie them to business objectives

• Create them together

• Make sure they’re challenging but realistic

– Establish one “safe” and one “stretch” goal

– Ensure they support employee career paths

Employee Goals

Identify the Right Goals

• Establish goals that align with employee needs and preferences

• Create career paths that don’t require managing others

• Focus on strengths, not weaknesses

Set the Stage

• Allow ample time

– No more than two in one day

– Consider “anniversary” reviews

– Schedule sensitive discussions for Fridays

• Select a meeting location where you won’t

be distracted

Preparation Checklist

Employers:

• Review goals and

objectives

• Walk down memory lane

• Identify two or three

key points

– Consider specific

examples that

illustrate these points

• Consider employee

career paths

Employees:

• Review goals and objectives

• Walk down memory lane

• Review key points

• Identify goals– Consider specific steps

to help you achieve goals

Is Your Process Fair?

• Forty-one percent of employees surveyed said performance evaluations were fairSource: The Hay Group

Ask Yourself• Are performance criteria job-related?

• Is the focus on results, not personal traits?

• Do employees understand the process?

• Have relevant employee behaviors been documented?

• Have you reviewed your program with legal counsel?

Separate Performance & Pay Talks

Benefits Include:

• Increased focus on performance

• Flexibility in scheduling reviews

• Ability to adjust pay/incentives based on performance

review discussion

• Inflate reviews

• Minimize conflict

• Give criticism in writing rather than in person

Confrontation Avoiders

• Focus on the negative

• Compare staff to star employees

• Make generalizations

(e.g., You’re always late!)

Harsh Critics

• Start the review with positive feedback

• Be specific and provide concrete examples

• Try to determine the reason behind poor performance

• Ask open-ended questions

– Is this a surprise?

– What do you think a reasonable expectation would be?

Deliver Effective Criticism

• High-ego employee

• Automatically resists negative input

• Tactics

– Prod the employee into evaluating his or her own performance in sensitive areas

– Establish challenging goals

Confident Carl

• Strong performer who seeks approval

• Sensitive to criticism

• Tactics – Compliment with high level of respect and appreciation

– Set reasonable goals

– Critique carefully, but don’t avoid criticism

Solid Sam

• Dependable employee who thrives on routine

• Often quiet and reserved

• Dedicated to the job but not career-driven

• Tactics

– Use open-ended questions to draw him/her out

– Discuss life goals, not just career goals

Boundary-Loving Betty

• If you could change one thing about your job, what would it be?

• What can I do to better support you?

• How can I help you meet your goals?

• If you could change one thing about the business, what would it be?

• If this were your company, what changes would you make?

Get Positive Results

• Review and document the main points of the conversation

• Establish goals for the next review period

• Give the employee an opportunity to respond

Wrap Up the Review

Solicit Feedback on Your Own Performance

• Business partners

• Mentors

• Staff members

• Outside experts

© 2010 Robert Half Management Resources. An Equal Opportunity Employer.

Using Staff Evaluations to Motivate Your Team

rhmr.com