How to create an evaluation system

 The performance appraisal system is a bit like the wheel of a dentist. Everyone knows that in the end this is a good thing for all parties, including all parties; however, no one is too eager to face it. You may have heard many examples of performance evaluations failing to influence employee progress. 

This may be because these assessments did not provide actionable results. Or the lack of more informal and frequent comments throughout the year bores employees. In any case, 14% is not good. Not for the employees, not for you (they are always evaluating everyone), and not for the company. Having an effective performance evaluation system will make a difference.

Improve team communication; motivate employees to continue pursuing excellence; promote overall growth. An effective system also helps to eliminate bad apples faster, lest their poor performance or behavior affect the entire organization (how do you build this system?) Please consider this article as your step-by-step guide.


Review your current system

The first step in building anything is to look at its basic principles. What is your current performance appraisal system like? It doesn’t matter if you don’t have a complete system; after all, this is the content of this article. look at them What are you doing? Pay attention to the following: How often do you evaluate employees, how often do you give them feedback, if there is any bias in the process, yes, evaluation can help them improve, so look at your goals.

 What do you want your performance appraisal system to accomplish?

You align your performance appraisal process with your company culture so that people will not feel that this is an unfamiliar and unfamiliar process? Once you have the answers to these questions, you can start the next step. Even the best managers (and people) are often biased. As Rachel Ernst, vice president of reflection on employee success, wrote in a Forbes article, six types of biases can arise when evaluating employees.

These can be anything from contrast bias (compare employees to each other) to current bias (focus only on recent performance). To ensure that unconscious bias does not deviate from your performance evaluation goals, you need to set performance metrics.

Rules that prescribe how employees should behave. these measures will vary depending on your industry and the specific role of your employees. For example, if you are evaluating a receptionist, the performance metric might be the number of calls allowed to ring more than 3 times before being answered. If you are evaluating sales managers, the performance metric may be the number of customer transactions they complete each month. Not sure what measures these measures should take to your employees?

View the original job description of the role and use these boundaries. This is usually a good starting point. Of course, performance indicators do not show the full picture. You can’t really measure attitudes and social skills, which are important aspects of evaluating employees. But setting performance indicators will at least give you the skeleton of the performance evaluation process.

Including staff training

You already know the importance of continuous training to maintain employee engagement. Thanks to your LMS, you already have progress reports and records for everyone. So why not incorporate these reports into your performance evaluation process? Of course, you are evaluating employees based on their performance at work, not on their academic performance. But employee training reports can provide you with important information about employee commitment and character. For example, did you participate in all real-time video conferences?

Did they complete the task on time? Did they apply what they learned to their daily work? Do they show curiosity and desire to learn more? This article from the training industry shows how identifying curious learners can help you make better overall assessment decisions. However, for legal reasons, you may need to mention in the training materials that the course results can be used as part of future performance evaluations.

Performance appraisal form

Now that you have an idea of what to measure, you should create a performance appraisal form. The evaluation form should include the following: Work knowledge and skills (you can enter your ideas on employee training here) The quality and quantity of work (based on the performance indicators you set) Attitudes and habits (late/early, sympathy for other colleagues, Teamwork, etc.) For different roles/hierarchies, you should have different types of tables. For example, a manager’s performance appraisal form should include the following: Ability to motivate others Ability to provide feedback Team performance Leadership skills Similarly, a performance appraisal form will not cover all aspects of a manager’s lifelong staff. But they will be enough to help you run an objective performance evaluation process.

Allow employees to self-check.

Setting performance indicators and creating evaluation forms may feel a bit like you are evaluating your employees. But this is not a school, these are not your students (except for the time they receive training, of course). Greenleaf Book Group CEO Tanya Hall emphasized the importance of letting employees speak for themselves in an Inc article.

In the future, it is best to distribute the performance evaluation form to the employees themselves. Once they fill in how they think they are performing, then its their turn to do the same. At your performance evaluation meeting, you can compare the results of the evaluation and give them a chance to express their opinions before continuing to post your own comments.


Remarks should be specific

You can build the most powerful performance evaluation system in the world, but if your feedback is not specific and actionable, you will not waver. Feedback is important. The following are things to consider when providing feedback during employee evaluations: Balance the positives and the negatives. Provide praise when needed, but help your employees understand your pain points. Avoid vague comments. Your employees don’t want to hear clich├ęs.

They want to hear specifically about what they did and did not do well.  If they lose the ball on a certain event, someone may have to take it. Explaining the impact of your (bad) performance on your teammates can greatly motivate them to improve. Ask them what they think about this assessment and whether they have the opportunity to self-review beforehand. Now that they have heard your assessment, they will have the opportunity to reassess and understand things better, or explain their point of view. Provide a roadmap for improvement. Set future achievable goals at the end of the meeting, and jointly develop a plan to monitor your progress towards these goals.

The bottom line

This way you can create a evaluation system!