Page 217 - DMGT550_RETAIL_MANAGEMENT

Retail Management

Notes 1. each standard or goal you set for that worker and that job,
2. your conclusion as to whether the employee met the standard or goal, and
3. the reasons that support your conclusion.
When you have finished writing the appraisal, set up a meeting to discuss it with the employee.
Remember, this is likely to be one of the most important meetings you have with each employee
all year, so schedule enough time to discuss each issue thoroughly. At the meeting, let your
worker know what you think he or she did well and which areas could use some improvement.
Using your evaluation as a guide, explain your conclusions about each standard and goal. Listen
carefully to your worker’s comments — and ask the worker to write them down on the evaluation
form. Take notes on the meeting and include those notes on the form.

!
Caution Supervisors, who may not even be within sight, can track employees' performance
by the minute.

Evaluation Tips

Giving evaluations can be difficult. Some workers react to criticism defensively. And, sometimes,
no one understands what merits a positive evaluation. If your workers feel that you take it easy
on some of them while coming down hard on others, resentment is inevitable. Avoid these
problems by following these rules:
1. Be specific: When you set goals and standards for your workers, spell out exactly what
they will have to do to achieve them. For example, don’t say “work harder” or “improve
quality.” Instead, say “increase sales by 20% over last year” or “make no more than three
errors per day in data input.” Similarly, when you evaluate a worker, give specific examples
of what the employee did to achieve — or fall short of — the goal.

2. Give deadlines: If you want to see improvement, give the worker a timeline to turn things
around. If you expect something to be done by a certain date, say so.
3. Be realistic: If you set unrealistic or impossible goals and standards, everyone will be
disheartened — and will have little incentive to do their best if they know they will still
fall short. Don’t make your standards too easy to achieve, but do take into account the
realities of your workplace.
4. Be honest: If you avoid telling a worker about performance problems, the worker won’t
know that he or she needs to improve. Be sure to give the bad news, even if it is
uncomfortable.
5. Be complete: Write your evaluation so that an outsider reading it would be able to
understand exactly what happened and why. Remember, that evaluation just might become
evidence in a lawsuit. If it does, you will want the judge and jury to see why you rated the
employee as you did.
6. Evaluate performance, not personality: Focus on how well (or poorly) the worker does
the job — not on the worker’s personal characteristics or traits. For instance, don’t say the
employee is “angry and emotional.” Instead, focus on the workplace conduct that is the
problem — for example, you can say the employee “has been insubordinate line managers
twice in the past six months. This behavior is unacceptable and must stop.”
7. Listen to your employees: The evaluation process will seem fairer to your workers if they
have an opportunity to express their concerns, too. Ask employees what they enjoy about
their jobs and about working at the company. Also ask about any concerns or problems

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