Page 77 - FLL Virtual Binder 2018

Common Errors in Evaluating Performance On-the-Job Reference Tool
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An individual is considered to be exceptional because he or she is surrounded by mediocrity or considered to be a poor performer because of surrounding stellar performance.
Evaluate each individual against goals and standards negotiated at the beginning of the performance cycle. Do not evaluate individuals relative to peers.
Recency
Individuals are evaluated based upon the most recent things they have done, positive or negative, with little thought to their performance over the entire appraisal period.
Evaluate individuals based on their performance over the entire performance period.
Primary
An individual’s evaluation is based on first impressions — the individual performed very well, or very poorly, initially and this is what remains in the forefront of the manager’s mind, regardless of subsequent performance.
Evaluate individuals based on their performance over the entire performance period.
Halo
A general impression, favourable or unfavourable, based on one aspect of performance is used as the basis for judging all aspects of performance. For example, an individual who works long hours may be considered to be productive.
Write goals and standards with each individual that balance all the key job responsibilities and evaluate against them.
Familiarity
A manager is comfortable with someone possessing characteristics similar to his or her own and evaluates them more favourably.
Stay focused on an individual’s performance.
Negativity
Negative behaviour or poor performance is weighted more heavily than positive performance because of problems it causes.
Keep a written record of performance over time for accurate, balanced recall of positive accomplishments and problem areas.
Attributions
A specific cause, reason, or motive is attributed to an individual’s behaviour. This attribution may or may not be the actual cause of the behaviour, but it determines a manager’s evaluation. For example, an individual is not producing; a manager assumes that this is because he or she is lazy.
Evaluate based on concrete data about an individual’s performance. Don’t make assumptions that you have not tested with the individual.
Leniency
A manager evaluates all individuals as exceptional.
Recognize that for individuals to develop and grow, for their own and the organization’s benefit, they must receive accurate, honest feedback about performance. Evaluating everyone as exceptional jeopardizes your credibility as a manager and neglects opportunities for employees to expand their skills.
Strictness
A manager evaluates everyone strictly because he or she is a “tough grader.”
Remember that a fair evaluation for good work is vital to maintain morale and ensure good work.
Front Line Leadership Module: Coaching for Continuous Improvement
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