Completing performance evaluations
gismo
43 Posts
Good Morning/Afternoon to all: I would like to know how fellow HR people get their managers to complete EE evaluations on time. I am fairly new to this postion and am finding it difficult for managers to complete their EE evals in a timley manner. As it is, we give them 30 days after the EE's anniversary date to perform the eval. It is like pulling teeth! Any suggestions would be appreciated!
Comments
A tip to the wise here is this: Gain the reputation of one who responds quickly, if not immediately, to supervisors' needs. To me they are the most important people in a company, and I treat them as such. I make it known to them that I am here to support them and make their jobs easier and I try and do just that. I very seldom have late reviews come across my desk. On rare occassion it happens, but it is accommpanied with a very heartfelt apology and a promise that, "It won't happen again."
Good luck!!
But, ultimately, what makes them get it in on time is that my boss, the Prez, would NOT tolerate late reviews. x:D That attitude and expectation is reinforced down through the organization through the rest of the management team. I don't have to do anythingx:7
In my opinion, that's the only way to "force" managers to promptly complete performance reviews - being held accountable for prompt and timely reviews by their manager.
When I came on board, nearly everybody was behind; one was REALLY behind. In conjunction with the executive director, we set a reasonable timeline to have the evaluations completed (to which said supervisor agreed) and we got it cleaned up.
Thus, my suggestions are:
1) Draft a policy that states when evaluations are due (in their full, complete, and discussed state! Not filled out by supervisor and waiting on whatever) and what consequences will be handed out if they are not completed.
If you are benovelent, you could add an escape clause - i.e. next higher supervisor is on vacation and unavailable for consultation . . . however, supervisors need to plan ahead for such situations!
2) Have your upper management approve it and agree to get on board. Communicate the policy to supervisors and staff. Make sure they know you are serious and that they understand what is expected.
3) Be serious about it. If someone doesn't get it done, follow through with the consequences. It usually doesn't take more than once - if someone slips up, let them know it isn't the end of the world but it is policy. If it happens repeatedly, you have bigger fish to fry.
Good luck,
Dutch2
James Sokolowski
HRhero.com
In the five years that I have been here, just one review was late. The HR Manager x:-8 wrote in the wrong date.
#1 thing a consultant shouldn't say: "I could tell you the answer right now, but we're committed to a three month project..." #-o