Photo Credit: © Can Stock Photo Inc. / burtsevserge
For most program supervisors, preparing and delivering staff evaluations is about as much fun as getting a root canal. Most of us are required (and even fundamentally understand the necessity) to evaluate a staff member’s performance on a regular basis, yet, for several reasons we find the process and ultimate result unsatisfactory. Why is this? If we agree that giving staff feedback and opportunities for growth are important, what about the process is so disagreeable?
Let’s start with what most of us typically do. We pull out a form (probably supplied by our predecessor or HR) and begin rating specific skills and completing a series of prescribed questions about duties and overall performance. In the best circumstances, there is a space to share positive observations and areas where improvements can be made (the classic “sandwich” statements). And, while there is technically nothing wrong with these forms or the approach, more often than not it feels like trying to fit a square peg into a round hole.
The reality is this model of performance evaluation is dated, limited, and generally fairly ineffective in supporting morale, growth, and professional development. With that in mind, here are a couple of ideas to think about and use differently in order to help make your evaluations less cumbersome and more effective as tools that promote ultimate goals.