Here's how you can navigate the potential pitfalls when conducting performance evaluations.

1. Prepare and back everything with data 2. Being objective and not opinion based 3. Setting prior KRAs(Key Responsibility Areas) and letting the team member know about it in advance. 4. Mentoring them along the way (because the intent of performance evaluation is not fault finding, but measuring the performance overall post all the support given by the leader & the eco-system) 5. Having a right balance between result & relationship, commitment & competence 6. Aligning everything with the vision of the organization to make it more effective

As avalia??es de desempenho, quando realizadas de forma eficaz, podem ser uma ferramenta valiosa para o desenvolvimento individual e organizacional. No entanto, se n?o forem cuidadosas, podem cair em armadilhas que as tornam ineficazes ou até mesmo prejudiciais. Importante n?o cair na armadilha de n?o avaliar criteriosamente pessoas com que você tenha uma maior afinidade dentro da equipe. Toda avalia??o deve ser imparcial e sem julgamentos. O foco deve ser apenas no desempenho do colaborador.

We have all heard "no surprises" and this still holds true. When the leader is really clear about expectations, timelines, and accountability, and holds regular touch-base meetings throughout the year, the performance evaluation can then be an open conversation and a summary, and they can use this opportunity to begin the dialogue for the next timeframe. This also fosters trust from the employee and a feeling that they are being treated fairly and honestly and it helps both people focus on expectations and results, not just a checklist of what worked and what did not. It also begins the dialogue on development because it is based on clarity, recognition, and connection.

What is paramount is recognizing that performance is behavioral and addressing behavior can be separated from personal traits. Pitfalls occur when we go after peoples personal traits as versus their behavior. Instead of saying, your low sense of urgency attitude is why you aren't meeting your metrics, you could say, "when you decide to put off your data entry(behavior), it affects your ability to complete the task on time." A + B = C

A lideran?a inclusiva é fundamental para construir equipes diversificadas e promover uma cultura de equidade nas organiza??es. Líderes inclusivos reconhecem o valor da diversidade de pensamentos, experiências e perspectivas, e trabalham ativamente para criar um ambiente onde todos se sintam valorizados e ouvidos. Perspectiva: Valoriza??o da Diversidade: Reconhecer e valorizar as diferen?as individuais fortalece a coes?o da equipe e promove um ambiente de respeito mútuo. Políticas de Equidade: Implementar políticas que promovam a igualdade de oportunidades para todos os colaboradores é crucial para uma lideran?a inclusiva.

Navigating potential pitfalls in performance evaluations requires clear communication, objectivity, and employee involvement. Research shows that 69% of employees believe performance reviews are flawed due to bias and lack of clarity . Mitigate this by using data-driven assessments and setting transparent criteria. Regular check-ins, rather than annual reviews, increase accuracy and engagement, with 43% of highly engaged employees receiving feedback at least once a week . Incorporate self-assessments and peer reviews to provide a holistic view, reducing the risk of subjectivity. By fostering an open dialogue and focusing on continuous improvement, organizations can drive both employee satisfaction and productivity. Source: Gallup & HBR

We are to measure what matters. Clear criteria will always keep a review on track. It's when leaders introduce net new expectations or have unspoken expectations that come up during reviews which aren't even documented within any plans. Undocumented expectations usually cause consternation.

It's also helpful for the employee to self-assess their performance prior to meeting with their manager, using the same criteria. It helps both parties prepare for the conversation and align on performance expectations and outcomes.

Durante a avalia??o n?o deixe faltar de clareza e objetividade. Evite cair na armadilha de realizar critérios de avalia??o vagos ou subjetivos, pois podem te levar a ter interpreta??es diferentes e avalia??es inconsistentes. A solu??o é definir critérios claros, mensuráveis e específicos para o cargo ou fun??o do colaborador que está sendo avaliado. Use exemplos concretos para ilustrar cada critério.

Weaving these expectations and the company’s mission statement and values throughout team meetings can support you as a leader to keep this front and centre of colleagues minds, reminding them how what they are doing at any one time aligns with these and it becomes a normal conversation rather than something saved just for performance reviews

Performance reviews are not once and done conversations, focusing on regularly catching up with your team both formally and informally, as individuals and as a team opens up the lines of communications and gives you useful insights into strengths and passions that you can use to develop collaborations

My favourite example of untimely feedback given at a performance review , rather than at the moment (months ago) The difference between a leader and a boss. “Joel, your promo videos for the webinars are just not… Flashy enough!” 1)This was the ONLY feedback given, everything else was a ‘ Yup, agreed’ 2) Manager shows a 30 second video, sadly the only example they share of my work from the WHOLE year. “What? That was months ago!! And I’ve shot a bunch since then? Why didn’t you tell me then …after I’ve done a bunch of them??” Now it’s no longer a performance review …it’s a complete miscommunication and trust meltdown. Manger is defensive,, I’m upset . Untimely feedback given at performance review makes you a boss, not a leader.

Why wait til the review to make adjustments and be fully aware of performance? Have you ever attended an HOA meeting ? The neighbors have been waiting an entire quarter to air their issues. It can be messy. We do not want this in the review session. Get feedback leading up to the evaluation

A avalia??o n?o acaba quando termina a reuni?o. Muito pelo contrário, nesse ponto ela está apenas come?ando. N?o esque?a de fornecer feedback constante, pois a falta dele ou caso o feedback seja inadequado ou insuficiente, vai acabar por deixar o colaborador confuso, desmotivado ou ressentido. Ofere?a constantemente, feedbacks específicos, oportunos e construtivos, com enfoque em comportamentos e resultados que você observou no colaborador e n?o em suposi??es ou porque ouviu de alguém, e forne?a sugest?es claras de como o colaborador pode melhorar.

Importante que as avalia??es n?o sejam pontuais, por exemplo uma vez por ano, e sim que haja um contrato de desempenho a atingir e que seja avaliado de tempos em tempos para avalia??es do desempenho a cada etapa e o alinhamento dos ajustes a serem feitos m, se necessário.

El equilibrio como comentaba en algún punto anterior es la clave para el buen clima laboral (individual y grupal). Esto no quiere decir que todo sea 50-50, pero si debe existir una tendencia positiva, que insiste a las personas a seguir esforzándose por aquello en lo que se cree. El apoyo y acompa?amiento continuo puede procurar la mejora continua.

L'intérêt d'un examen équilibré est d'envoyer un signal positif au collaborateur en débutant toujours par les points et les résultats positifs obtenus. Ce feedback positif est essentiel pour maintenir un collaborateur motivé, qui se voit apprécié et reconnu dans son investissement individuel et ses compétences. Relever les points d'amélioration ou de progression, réalisé dans le second temps de l'entretien de performance n'aura que pour intérêt de faire évoluer le collaborateur, dans un intérêt collectif.

Los objetivos SMART suelen ser tema de exposición en formaciones de dirección por objetivos en grupos de trabajo. No se trata de ejecutar todo sin sentido alguno. Es cierto que requiere del establecimiento de una estructura y orden que vaya incorporando cada vez más sentido a lo que se va aplicando, pero yo a?ado el punto de la reflexión cuando se consigue lo que se consiga para poder observar la evolución: desde los primeros pasos hasta el final. Es la clave para después poder generalizar con éxito.

The most common mistake with feedback, especially after a performance review, is the missing follow-up. The feedback receiver will sit there with their feedback, maybe not knowing how to change things or lacking the motivation to follow through. Apart from that, if there's no follow-up, it most likely will be perceived as a lack of interest in the improvement or the person or that the issue wasn't as important enough to get back to it. Either way, if you truly want your team members to improve, be there for them, follow up, offer help, and show that you genuinely care.

Réalisées par le manager, les mesures de suivi se doivent d'être organisées et planifiées de manière régulière avec le collaborateur afin de renforcer l'engagement individuel de celui-ci et le maintenir dans une dynamique professionnelle enrichissante, via les objectifs définis. C'est là aussi un signe d'engagement du manager que de consolider une interaction et une communication régulières afin de maintenir la confiance mutuelle entre celui-ci et son ou ses équipes.

To conduct effective performance evaluations beyond standard practices like avoiding bias and setting clear criteria, one can provide training for evaluators to ensure fair assessments and consistency. Incorporate employee self-assessment and 360-degree feedback for comprehensive insights. Regular check-ins help address issues promptly, and development plans based on evaluations support ongoing growth. Ensure all processes comply with legal and ethical standards to protect employee rights and maintain fairness, promoting a positive organisational culture.

Nunca desconsidere a cultura organizacional durante o processo de avalia??o. Isso é uma armadilha em que muito avaliadores caem. A avalia??o de desempenho deve levar em considera??o a cultura e os valores da organiza??o para ter efetividade. Considere sempre os valores, normas e expectativas da organiza??o ao definir critérios e fornecer feedback, para o processo seja bom para o colaborador sem ferir a cultura organizacional da empresa..

Here are some guidelines to help you through the process: 1. Prepare Thoroughly 2. Be Specific and Objective 3. Balance the Positive and the Negative 4. Listen Actively 5. Focus on Development 6. Avoid Surprises 7. Keep it Professional 8. Follow Up By adhering to these guidelines, you can conduct performance evaluations that are fair, constructive, and beneficial for both the employee and the organization.

Lo que creo que hay que tener presente antes de sentarse a hacer una evaluación de desempe?o, es ser consciente que no existe eso de que el hoyo está en tu lado del bote, sino que está en el centro por lo que ambos "evaluador y evaluado", tenemos algo que decir en esa conversación de desempe?o. Por eso, una buena conversación de feedback necesita de un diálogo, no es ni un monólogo ni menos un sermón. Por lo que siempre pregunta al evaluado, qué opina, cómo ve él o ella la situación, qué entregue ejemplos, que te pida ayuda si lo necesita y que proponga una forma de mejorar el desempe?o para que cierren con un acuerdo legitimado por ambos. Esto no solo permitirá escuchar el feedback en vez de defenderse, sino además lograrás el compromiso.

Comunicar claramente los criterios de evaluación desde el comienzo del periodo de evaluación. Esto asegura que los empleados comprendan las expectativas y puedan trabajar hacia metas específicas. Durante las reuniones iniciales, es útil proporcionar documentos o presentaciones detallando estos criterios. Utilizar ejemplos concretos y documentados para ilustrar el desempe?o en relación con los criterios. Esto reduce la subjetividad y proporciona una base clara para la evaluación.