Performance Evaluations: Are You Doing it Right?

With annual performance evaluations for 2014 drawing to a close, I thought it would be a good time to visit how well your company’s leadership performed. Did they use this critical time to invest in building meaningful relationships with your employees?  And did they design a blue print to improve employee engagement for 2015? To figure those questions out, let’s reflect a little deeper on the following:


  • How important is one of your employee’s annual evaluations? To you? To them?
  • How well does your company’s process work? Does the evaluation contain performance measurements? Can you measure key behaviors that drive performance? Was there a section on planned development? And were the evaluations completed on time?
  • During your evaluation, did you effectively connect performance measurements with the behaviors that actually drive performance? How difficult was it to “objectively” discuss the employee’s behaviors in the context of their overall job performance?
  • What was the spirit and intent in conducting the review? How comfortable were you in conducting the evaluation? Were you an effective communicator and coach in this process?
  • What was your objective of having the review?
  • What did you accomplish?

In an effort to answer these questions and measure how well your company performed in conducting employee performance evaluations overall, I suggest we use the Gallup research that was conducted to measure the levels of employee engagement in the work force. You may recall that they have surveyed in excess of ten million people to arrive at some fascinating and useful findings that connected employee engagement directly to profitability, productivity, employee retention, quality and service.


So, if we were to conduct a survey of all of your employees who recently received their annual performance evaluations, how would they respond?  Because they are tested and proven, we’ll use some of the Gallup survey questions to really measure how well you did when performing the evaluations.

Gallup suggested that when measuring the core of a strong and vibrant workplace that, “Great Managers” ideally should get each of their employees to respond, Strongly Agree to each of the following survey questions:


  1. Do I know what is expected of me at work?
  2. Do I have the materials and equipment I need to do my work right?
  3. At work, do I have the opportunity to do what I do best every day?
  4. In the last seven days, have I received recognition or praise for doing good work?
  5. Does my supervisor, or someone at work, seem to care about me as a person?
  6. Is there someone at work who encourages my development?

So how well do you think your employees would respond to these six questions? Was the time and energy that you devoted to conducting these evaluations an investment in or a cost to your organization?


Often when Personnel Profiles, Inc. works with a client who has people issues and concerns, we use these six questions to measure leadership’s commitment to investing in their people relationships. We simply ask the owner and his/her leadership team, independent of each other, to grade their own level of organizational effectiveness in addressing each question by using an A, B, C, D or F grading scheme.


I highly recommend that you consider doing the same when evaluating your organization’s performance of conducting employee performance evaluations, as well as maintaining or increasing the level of engagement overall in your work place. Remember that “Talented employees need great managers, how long employees stay and how productive they are while there is determined by their relationship with their immediate supervisor.” – “First, Break all the rules”, 1999


As a part of the services we provide at Personnel Profiles, Inc. we have been able to streamline and turn around the stagnant assessment process at many companies and provide them with verifiable results that were a true investment in their people and their future.


One such District HR manager from UPS reflects, “I still recall the difficulty I had in getting our managers to complete annual evaluations on time, as well as doing a thorough review of their people’s performance. They agonized over the connecting of behaviors and performance. The problem stemmed from their inability to objectively measure behavior. They were O.K. with quantifiable performance measurements, but struggled with connecting a person’s failure or achievement of their measurable goals with something they were or were not doing behaviorally. Personnel Profiles’ assessments provide valuable insight into a person’s behavioral DNA, giving our management more useful information from which to complete these evaluations”.


If you’re ready to finally make those annual evaluations effective, Personnel Profiles, Inc. is committed to partnering with you to find solutions that meet your needs and grow your business!

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