Employee Performance Reviews Dealing With Disagreements

Employee Performance Reviews Dealing With Disagreements



Employee Performance Reviews - Dealing With Disagreements
What do you do when an​ employee disagrees with something you’ve written on their performance review? How can you prepare for this and deal with it​ effectively?
Start by listening to​ figure out the source of​ the disagreement .​
is​ it​ an​ issue of​ fact (you wrote that the employee received a​ customer satisfaction score of​ 79 but the employee says that his score was actually 83), or​ is​ a​ matter of​ judgment (you wrote that the employee’s customer service skills were unsatisfactory; she feels that her skills are terrific)? If the disagreement involves an​ issue of​ fact, get the facts and make any corrections necessary .​
If it’s a​ matter of​ judgment, ask the employee for additional evidence .​
Then determine whether that evidence is​ weighty enough to​ cause you to​ change your mind, revise your judgment, and amend the rating that you assigned on the employee’s performance review.
Most of​ the time, you have a​ reasonably good understanding of​ the areas where disagreements are likely to​ pop up in​ the course of​ the performance review discussion .​
Before beginning the discussion, re-read the review you wrote and try to​ spot the areas where you and the individual may not seem eye-to-eye .​
Then ask yourself, What am I​ going to​ say when George disagrees with my assessment that his performance on the Thompson project just barely met expectations? If you’ve taken to​ time to​ review the appraisal you’ve written for potential hot spots, and given some thought to​ how you’ll respond, you’re much less likely to​ be caught off guard .​
During the employee performance review discussion, start with your higher ratings and move toward the lower ones .​
Be prepared to​ give additional examples besides the ones you’ve included on the formal written appraisal .​
Refer back to​ the informal conversations you have had with the individual over the course of​ the year .​
Of course, if​ you haven’t had on-going, informal performance review discussions with the individual over the course of​ the appraisal period, then it’s much more likely that disagreements will surface during the review .​
That’s one more reason for scheduling periodic, How’s it​ going? discussions with each person on your team .​
As soon as​ a​ disagreement pops up, switch into active listening mode .​
Active listening involves allowing the other person to​ clarify both the facts and feelings about an​ issue so there’s nothing left under the surface .​
For example, using phrases as​ simple as, Tell me more .​
.​
.​
or, What else can you share with me about that .​
.​
.​
? or, Really .​
.​
.​
? can encourage people to​ talk more about their perceptions .​
Simply nodding without saying anything encourages people to​ expand on what they have said .​
It’s not at​ all unlikely that the employee, allowed a​ sufficient chance to​ think aloud about what you have written, will end up saying, Yeah, I​ guess I​ see what you mean .​
In dealing effectively with employee performance review disagreements, remember what your objective in​ the discussion is​ — and what it​ isn’t .​
Your objective in​ a​ performance review discussion is​ not to​ gain agreement .​
It is​ to​ gain understanding .​
If the employee agrees with you, that’s great .​
But particularly if​ your appraisal is​ a​ tough-minded assessment of​ the fact the Charlie’s contribution toward achieving your department’s objectives was only mediocre, you’ll probably never get him to​ agree .​
That’s OK .​
What you want is​ for him to​ understand why you evaluated his performance the way you did, even if​ his personal opinion is​ different .​
Finally, if​ you have several employee performance reviews to​ deliver, don’t start with the individual whose performance was the worst and where disagreements are the most likely to​ arise .​
Start with the easiest — your best performer — and move toward the more difficult .​
In this way, you’ll build your skills and become more comfortable with the performance review process .​
Remember the advice that John Dillinger, the 1930’s public-enemy #1, once provided: Before you rob your first bank, knock off a​ couple of​ gas stations.




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