Employee Performance Reviews: A Two-Way Street

Although we might no be aware of it, we have been evaluated from the time of birth when our length and weight are compared to those of the average newborn. In preschool and school, we are evaluated for our academic performance and social development. Our teachers are judged for their educational skills and interactions with those in their classes, and school administrators are likewise evaluated for their own accomplishments and the accomplishments of the entire school.

We continue to be evaluated throughout our working lives. From CEOs whose actions and results are commented on by a variety of stakeholders, to employees in the mailroom, we all want our performances to be judged fairly. And managers should realize that the employee performance evaluations that they use to judge their staff also reflect who and what they are. They are not only judging their employees but also being judged by them.

I believe that we should be accountable for achieving goals that are attainable and for which adequate resources have been allocated, but that we should not be criticized for our inability to adhere to unreasonable performance demands.

Many of us are familiar with the SMART principles of establishing objectives for employees:

Specific
Measurable
Attainable
Reasonable
Timely

I would also like to see reviews that are FAIR:

Fruitful
Accurate
Informative
Responsible

Employee performance evaluations can either create positive and productive working environments or negatively impact company objectives and employee morale. As an employee who is a manager and has a manager, I want to provide and receive reviews that are knowledgeable and insightful. Although I have to admit that I dislike being criticized, I know when the criticism is warranted and when it is based on inaccurate perception. If a review is a true dialogue rather than a manager's monologue, it can help both parties.