Section 3: Supervisor's Comments
Based on this performance evaluation, the supervisor should check the overall rating of the employee's performance using the following scale:
- On Target
- Needs Improvement*
This section also provides the supervisor with an opportunity to provide additional comments.
Please Note: * An overall rating of Needs Improvement or Unsatisfactory must be discussed with Human Resources prior to presenting the review to the employee. In addition, a performance improvement plan will need to be created to include time-specific, achievable and measurable levels of improvement.
Performance Evaluation Tips
Avoid Pitfalls When Evaluating Performance
Pitfall - Too Much...
Writing too much on a performance review can result in too many non-descriptive words that can be misinterpreted or cloud key messages. This can also result in a very lengthy discussion that lacks focus.
Pitfall - Too Little...
On the flip side, some managers don't write enough. Some choose to skip comments altogether and only list ratings. This can leave room for misinterpretation or actually de-motivate an employee from performing to their absolute best, even if the ratings are favorable.
Pitfall- Too Late...
If there is any "new news" for the employee that is written on their performance review, it's too late. The golden rule of writing and conducting performance reviews is that there should be NO SURPRISES for the employee.
Pitfall – Too Personal...
Though usually based on good intentions, comments that reach beyond job specifications or sparing someone's feelings with comments that don't match the rating can be confusing for the employee and may create a legal risk for the manager and the College.
Keep it Simple When Evaluating Performance
The most effective way to write a review is to keep it factual, concise and objective. In other words, keep it simple.
Following these three guidelines while writing a performance review will provide clear feedback for the employee and serve as a guide for a focused performance review discussion:
What, How and What Now?
- What level of skill or accomplishments the employee demonstrated in this area (the result).
- How the employee demonstrated this skill (the behavior that drove the result, i.e., "Your attention to detail ...") and how often (i.e., occasionally, usually, most of the time).
- What Now? Provide coaching on what the employee should stop, start or continue doing in this area.
Here are some additional recommendations for writing performance reviews:
- Long, inflated or pompous sounding words geared to impress rather than express
- Run-on sentences
- Vague terms
- Statements based on speculation or word mouth
Focus on Using:
Every day language
- The second person singular as if you're speaking directly with the employee (i.e. "You are..." instead of "She is...")
- Facts and behaviors
- Specific examples