A performance evaluation can help showcase ways you have helped supervise an employee. The employee depends on feedback for ways to improve performance for the next evaluation. Your written statement will need to have specific examples for each area of assessment as well as a summary of the overall performance.
Items you will need
Pencil and paper
Use the employee handbook and job description to examine critical tasks or key functions of the position. Write a sentence that describes the employee's performance in each area.
Examine all of the evidence you have collected during the evaluation period to ensure the accuracy of each sentence.
Include in each statement any specific data about the employee's performance. For example, a statement about work output might include the number of tasks performed on average per hour, per day or per week. Describe behaviors rather than the person. For example, write that an employee exhibits poor performance in a certain area instead of describing the person as weak. Give examples of communication problems instead of describing the employee as a poor communicator.
Cross out written statements that do not reflect the employee's average performance. If poor performance in a specific area was reported only once, remove the reference to it in the written statement.
Cross out written statements for which you do not have enough records. Your employee will expect specific examples of how you measured performance.
After you have written at least once sentence for each type of task, use the same strategy to write a summary of the employee's performance for the evaluation period.
Add enough details so your summary reflects a balanced perspective of the employee's strengths and weaknesses.
Add at least one sentence recognizing the employee's unique accomplishments during the evaluation period.
Review all of your written statements for accuracy, and check for grammar, spelling and punctuation errors.
Ask a human resources professional to review the appraisal before discussing it with your employee.
Avoid generalizations that you cannot support with data or supervisory records.
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