Uncomplicated Performance Documentation
If you have ever been to a sales conference you heard, “Sell, Sell, Sell.” On the other hand, if you visit a human resources conference you would hear, “Document, Document, Document.” The fact is, the first time you have any employee issue, you will be asked either by human resources or legal counsel to provide all supporting documentation. If your documentation is inadequate, defending your employment actions may prove problematic. So even though you may not currently document or feel it is not necessary, remember that in many cases your employees do have documentation and their account of certain incidents may be very different from those you remember.
It is paramount to document employee performance when it is excellent, meeting expectations, or substandard. I know what you are saying, “Documentation takes too much time, and I am too busy.” Yet, if you commit to the method outlined here, not only will you have a tracking system for employee performance, you will greatly decrease the time required to complete six month and annual evaluations.
I recommend that managers and supervisors create a file for each direct report and add entries to the file throughout the year to record performance and areas for improvement. Each entry should be dated, signed by the manager or supervisor, clearly define the reason for the entry, note whether any discussion concerning the performance (positive or otherwise) occurred, and if there was a witness present during any of the discussions. Make sure to keep all entries specific and fact-based. Review your entries at least every three months, or more frequently if performance issues are present. When done correctly, this systematic and uncomplicated approach will provide ample data to support a variety of employment actions such as employee promotion, disciplinary action, demotion, separation, or documentation as required for a necessary reduction of staff.
This documentation also serves as a chronological assessment of each employee, which is excellent for use when completing six month and annual evaluations; whereas, the facts surrounding performance are gained upon retrieval of each employee’s file. Given the company’s evaluation form itself accurately measures the essential functions relative to each position, you will not fall into the trap of incorrectly evaluating employees based on the most recent activities or simply what you can remember. During the evaluation process, managers and supervisors should allow employees to ask questions regarding any performance criticism, provide candid dialogue to elucidate job expectations, determine clear objectives for the upcoming period and/or outline deadlines for improvement, recognize exceptional performance, and present an environment conducive to coaching and mentoring. Moreover, using actual documented data will illustrate your commitment to uniform measurement of performance when salary increases are being considered, employee opportunities are present, or when progressive discipline is warranted.
The ultimate goal is to institute this uncomplicated method of performance documentation in order to reduce company exposure by training managers and supervisors to evaluate employees fairly and consistently and to foster awareness among all employees that performance does matter, that it is being recorded, and that your company’s evaluation process is creditable.
