| Giving fair and impartial evaluations is critical to any | | | | are made public. |
| manager's success. Avoiding the pitfalls of many | | | | Also beware the trap of giving great evaluations to |
| beginning managers is the first step towards improving | | | | your favorites. It is natural to get along well with some |
| your own success as well as the success of your | | | | people more than others. Some people just click. But |
| team and your organization. | | | | you have to leave emotions behind when performing a |
| Never fall into the trap of basing a performance | | | | subordinate's evaluation. |
| evaluation only on a subordinate's most recent | | | | It isn't fair to them to give them excessively positive or |
| performance. Most people know when they are due | | | | negative feedback. Think critically about their roll in the |
| for performance evaluations and go above and | | | | organization and what they do well, and in what areas |
| beyond as they approach their due date. They may | | | | they can improve. |
| volunteer for extra hours or be uncharacteristically | | | | Many green managers find it easier to give positive |
| upbeat and positive. Some even bring unexpected | | | | evaluations and avoid the tough confrontation. This |
| doughnuts or teats for the boss. | | | | does seem easier at first... but it will come back to |
| The best plan is to keep notes all year long. Depending | | | | haunt you. Eventually you'll want to let go one of these |
| on your position, this may mean carrying around a | | | | poor performers and your own evaluations will work |
| notebook or it may mean keeping notes in a | | | | against you. |
| spreadsheet on your computer. But having something | | | | Whether it is due to a poor business environment or |
| to review when evaluation time rolls around can keep | | | | just a bad apple in the bunch, under-performers |
| a manager from being seduced by a savvy employee. | | | | eventually become too much of a problem for any |
| Whatever you do, make sure these notes are kept | | | | organization to carry. And getting stuck with one of |
| strictly confidential. Legal matters can quickly spiral out | | | | these people can put a black mark on your own |
| of control if a manager's notes on specific employees | | | | record for years. |