When it comes to evaluating employee performance, most managers will assess an employee’s performance against a job description but too few managers assess their own performance as managers and acknowledge they too have a role to play in the success/failure of the employee. The below framework outlines a methodology which includes both sides of the coin.
1. Measure their performance against the job description
Start with a job description, previously written or new, as a benchmark to measure their performance across each of the roles and responsibilities you’ve assigned to them. If it’s someone that’s been with your company for a long time and potentially has had multiple roles, update the job description to reflect today’s reality. The same way that you continually need to level up and become the next CEO your team needs, they need to level up to match the next version of their role too, especially if they’re in a leadership position.
Put the JD into a clean google doc and write notes next to each point on how they’ve performed. Force yourself to think through each facet of their job and not just the standout/problem areas that are top of mind for you.
2. Measure your performance against the job description
Acknowledge that you have a role to play in the success/failure of every employee at your company, especially your direct reports. If you don’t internalize that, you’re likely to repeat the same mistakes over and over again. Reflect on how you contribute to both the positive and negative performance areas you annotated on the JD and ask yourself these questions:
- Communicate expectations - Have I clearly communicated my expectations for this role? Have those expectations changed over time and I have communicated those changes?
- Provide support - Have I provided sufficient support and resources?
- Give feedback - Have I previously shared the positive/negative feedback I just compiled or is it going to be a surprise for them?
- Align incentives - Have I aligned their personal goals with the company’s goals and do I understand their personal motivations?
- Build trust - Trust is a critical component of every relationship. If you don’t trust someone and don’t see a path to building that trust over the evaluation period, then there is no chance the individual will succeed in their role.
- Manage ego - Despite a pile of negative feedback you’ve compiled, the queasy feeling you have in your gut and your lack of trust in the executive, you may still find yourself hanging on to a belief that they are a great hire and just need a little more time to find their footing.
That voice might be your ego attempting to seize control. While we all have ego and need to accept that, don’t let your ego make decisions for you. Keep your ego in check and make the right, reasoned decision, even if your ego does take a hit in the process. Sometimes bad sh*t just happens.
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