Check Yourself Before You Wreck Yourself
How many employees come to you and request an evaluation? Are you laughing at me now? I think I hear you laughing. Very few of us enjoy evaluation, neither giving nor receiving. Performance feedback is a painful process – for some help see our blog “I’d Rather Clean the Office Refrigerator” for some tips on how to give successful feedback.
Sometimes it is just as important to know what not to do. This series will examine Mary L. Lanigan’s three critical mistakes no evaluator should make. Dr. Lanigan is a highly respected and award-winning researcher, published author, and associate professor at Governors State University.
Many evaluators begin with good intentions, but are limited by the credibility of respondents, limited data and time, and a demand for brevity. Does any of this sound familiar? These good intentions do not ensure best practices. The negative outcomes that may follow an inaccurate evaluation may include:
- sullied reputations,
- feelings of betrayal when comments are openly used against colleagues,
- clients implementing poor solutions unmatched with their culture,
- overall distrust and
- decreased employee performance and morale.
As professionals in a position of power and trust, we must examine our own performance and abilities to expand our knowledge, extend our skills, and continually monitor and enhance our credibility.