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What do you do when an employee disagrees with some thing youve written on their performance evaluation? How will you get ready for this and handle it effortlessly?
Start with playing figure out the source of the difference. Can it be an issue of truth (you wrote that the employee received a satisfaction score of 79 however the employee says that his score was really 83), or is a matter of judgment (you wrote that the employees customer service skills were unsatisfactory; she thinks that her skills are wonderful)? If the difference involves an issue of fact, have the facts and make any corrections necessary. If its a of judgment, ask the employee for additional research. Then see whether that evidence is large enough to cause your mind to be changed by you, change your judgment, and change the rating that you assigned on the personnel performance evaluation.
Most of the time, you have a fairly good understanding of the places where disagreements are likely to appear in the course of the performance review discussion. Prior to starting the conversation, re-read the review you wrote and try to spot the areas where the patient and you may well not seem eye-to-eye. Then consider, What am I likely to say when George disagrees with my assessment that his performance on the Thompson challenge just barely achieved expectations? If youve taken to time to review the evaluation youve created for possible warm places, and given some considered to how youll respond, youre much less apt to be caught off guard.
Throughout the staff performance review discussion, focus on your higher scores and move toward the lower ones. Be prepared to give additional examples besides the people youve included on the official written assessment. Refer back once again to the everyday discussions you've had with the person over the span of the season.
Of course, if you havent had on-going, informal effectiveness review discussions with the person over the course of the evaluation period, then its far more likely that arguments will surface through the review. Thats one more basis for scheduling periodic, Hows it going? Conversations with each individual on your own team.
Change into active listening mode, when a difference pops up. Active listening involves allowing the other person to clarify both the thoughts and facts about a concern so theres nothing left under the surface. As an example, using terms as simple as, Tell me more.. . . or, What else are you able to share with me about this.. . . ? or, Really.. . . ? May encourage visitors to talk more about their thoughts. Only nodding without saying anything encourages visitors to expand on which they've said. Their not at all unlikely that the worker, allowed a sufficient chance to think aloud about what you have created, find yourself saying, Yeah, I guess I see what you mean.
In dealing effortlessly with employee performance review disagreements, remember what your aim in the conversation is and what it isnt. Your goal in a performance review discussion isn't to achieve agreement. It is to gain knowledge. If the worker agrees with you, thats good. But especially if your appraisal is a tough-minded review of the very fact the Charlies contribution toward achieving your sections objectives was only average, youll probably never get him to recognize. Thats OK. What you want is for him to understand why you considered his performance the way in which you did, even when his private opinion is significantly diffent.
Eventually, when you have many employee performance evaluations to produce, dont focus on the person whose performance was the worst and where disagreements would be the almost certainly to happen. Start with the simplest your best performer and move toward the more challenging. In this manner, youll develop your skills and be more confident with the performance review process. Remember the advice that John Dillinger, the 1930s public-enemy no 1, after provided: Before your first bank is robbed by you, knock off several filling stations. remove frames
