How to Get Better at Performance Evaluations

And decide who's below, meeting, or exceeding expectations

Performance evaluations are overwhelming.

While finishing work and planning for next year, you have to find time to reflect on how well each person did.

Having gone through this process three times, I’ve wondered if there was a better approach. So, I read online for tips, and eventually, I found this game-changing book called How to Be Good at Performance Appraisals by Dick Grote.

After testing the strategies in his book, here’s how I plan to approach performance evaluations moving forward.

First, embrace your role as a manager

I like to be a collaborative partner for my team — working alongside them, offering guidance, and providing support. However, the annual performance evaluation process forces me into a different role, one where I judge each person, impacting both their financial well-being and career opportunities.

The weight of this responsibility often makes me anxious. I worry about making the right decisions, effectively presenting the information and the potential repercussions of rating someone as underperforming.

But instead of dreading the performance review process, consider it a natural step in your partnership. It’s an opportunity to advocate for people who have excelled and identify who needs improvement.

Overall, performance evaluations are a highly judgmental process, but it’s a responsibility you’ve been trusted to make when they hired you.

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Define key job responsibilities (KJR)

As a manager, you should understand your reports primary responsibilities. Dick Grote offers a practical approach to kickstart this process: read over the job description and career ladder and engage your team in a dialogue about their perceived responsibilities.

Once you’ve collected this information, the next step is clearly outlining the expected deliverables for each role and level. For instance, a new engineer’s key job responsibility (KJR) could be:

• Complete clearly defined tasks and frequently seek guidance.

• They have a basic understanding of the tech and can apply their knowledge to troubleshoot and solve issues.

• Deliver within expected timelines and contribute to team goals.

• Respond to customers within defined service level agreements.

• Participate in on-call for a services owned by your team.

List required competencies

Once you have a list of KJRs, identify the competencies required to perform each successfully.

Dick Grote describes competencies as the knowledge, skills, and behaviors that are essential to achieving the results expected. He groups competencies into three categories:

• Core Competencies: These are skills that every individual within the organization has.

• Job-Family Competencies: These are competencies expected from everyone within a specific department.

• Job-Specific Competencies: These competencies define what individuals in a particular position should have.

Write down three competencies that someone would be required to have to perform well in each KJR. For instance, on my team, a job-specific competency is to have a fundamental understanding of IT, control theory, and one programming language.

Determine what to measure

With KJRs and competencies identified, it’s time to figure out how you’re going to measure excellence.

This step can be challenging, as highlighted in LeadDev’s Engineering Team Performance Report, where 66.7% of leaders expressed difficulty in finding the right metrics.

Image from LeadDev

Here’s an example of how I determined what to measure for a KJR for my team:

1. KJRs - Provide service and project support for the automation system in Data Centers.

2. Core Competency - Work backwards from the customer and deliver results

3. Job-family Competency - Controls theory and IT fundamentals

4. Job-specific Competency - Proficient in at least one programming language

To perform well in this KJR and associated competencies, they will resolve issues within the expected service level agreement, deliver projects without impacting the customer, and be recognized as a go-to resource for advice by other teams. So, I’ll measure time-to-resolution, quality of project delivery, and feedback from peers.

While this process may initially take 2–3 hours, the investment pays off as it becomes a valuable reference throughout the year.

Track their performance

Now that you have a deep understanding of what’s required to succeed on your team and what should be measured, it’s time to establish a system for recording the highlights and lowlights throughout the year.

If your company provides a standard tool for performance tracking, utilize that for consistency. However, consider creating a shared document or spreadsheet for each team member if such a tool is unavailable.

Here are some tips for creating an effective tracking system:

1. Clarity is Key: Ensure your tracking system is clear and easy to understand. A straightforward structure aids in efficient documentation and analysis.

2. Regular Updates: Encourage regular updates to the tracking system. Consider sharing access with team members.

3. Feedback Loop: Establish a feedback loop where team members can provide input on their performance, fostering a culture of self-awareness and continuous improvement.

Prepare for the performance evaluation meeting

There are two distinct discussions to prepare for: the calibration session and the evaluation dialogue with your report.

The calibration session allows fellow managers to challenge and provide input on your decision. While it might feel like a battle, Dick Grote offers a different perspective.

He sees these sessions as a chance for you, as a manager, to ensure your assessments are unbiased and as accurate as possible. It’s not about confrontation but about refining the accuracy of your evaluations.

To prepare for calibration sessions, consider these three steps:

1. Collect the Data: Gather all relevant performance data, ensuring you have a comprehensive overview of each team member’s accomplishments and areas for improvement.

2. Analyze the Data: Delve into the collected data, identifying patterns and trends. This analysis forms the foundation for substantiating your assessments during the calibration session.

3. Make the Assessment: Use the insights gained from data analysis to make informed assessments. This step involves aligning your evaluations with the established criteria and metrics discussed earlier. (More on this next)

After the calibration session, summarize your findings, anticipate questions and take a moment to genuinely compliment your team member on the work they’ve contributed throughout the year. Acknowledging and appreciating their efforts not only fosters a positive atmosphere but also reinforces the value of their contributions.

Make the assessment

Photo by Brandon Lopez on Unsplash

After you collect and analyze the data, it’s time to decide if they are underperforming, meeting, or exceeding expectations.

This stage can be stressful, but Dick Grote offers a straightforward system to navigate it:

Start with the job, not with the person, by answering:

• What are the three most important duties of someone in this position?

• What does it take to be successful in this job?

• How will you determine whether or not this job is being performed well?

Then, assess the individual:

• Ask your report to fill out a self-assessment.

• Review how well they’re performing in each KJR and competency.

Use job-focused insights and individual assessments to complete your company’s performance appraisal form. With a holistic view, decide on their overall performance.

Final thoughts

Navigating the performance evaluation process is undoubtedly challenging. You find yourself at a crossroads at least once a year, making decisions that impact individuals you care about.

I’ve observed colleagues transition to a manager roles only to swiftly return back to individual contributor positions because they were overwhelmed by the stress this responsibility can bring.

By implementing the strategies in this article, you’ll be better positioned to navigate the complexities of performance evaluations.

I also strongly encourage you to read Dick’s book. His insights, shaped by decades of experience, have been transformative.