The employee feels
apprehensive as the performance review session approaches.
The performance review, if handled appropriately, is intended to be a
cooperative effort between supervisor and employee where job responsibilities
and objectives are mutually agreed upon so that the employee can effectively
perform his/her responsibilities. It is not intended to be a disciplinary
session. Although some nervousness may be a normal reaction, extreme
apprehension may be a sign that the reviews are not used for the intended
purpose or perhaps the sessions are not held frequently enough. In either case,
the employee should share his/her feelings with the supervisor. It may be
necessary for the supervisor and employee to meet more frequently to share
perspectives or resolve concerns. Saving all critical issues for the annual
review session is not only counterproductive, but may be the reason for employee
apprehension.
The supervisor
does not know the employee’s job responsibilities.
The performance review process as currently designed includes a discussion
of employee responsibilities. The employee should bring a copy of his/her job
description to the performance review session with suggestions for additions,
changes and deletions. Incorporating a discussion of employee duties into the
review process should help keep the supervisor informed of current job
responsibilities.
The supervisor
lacks performance review training (i.e. does not know how to conduct the review;
does not include employee in the discussion; does not provide clear
expectations; leaves the entire process up to the employee, etc.).
The Personnel Office has resources available to assist with performance
review training for supervisors. If the supervisor is not aware of these
opportunities, the employee can use the employee evaluation section of the
review form to request that the supervisor be notified of the availability of
these resources.
The employee feels
overwhelmed with current responsibilities and does not have the time to devote
to the review process.
The annual performance review is not only required by state statute, but it
is also an important communication tool for both employee and supervisor. If an
employee is feeling overburdened with work duties, it may be a sign that a
performance review is overdue. By taking the time to meet, the supervisor and
employee can use that opportunity to discuss the very circumstances that are
responsible for generating the excessive workload. Perhaps steps can be taken to
resolve the dilemma. Performance reviews should not be viewed as an unnecessary
imposition on the work schedule, but rather an essential mechanism for enhancing
performance and improving the work environment.
The employee has
difficulty setting and, in some cases, achieving results.
An open discussion with your supervisor regarding difficulty in setting
and/or achieving results is to be part of the performance review. If a goal
seems too vague or unattainable, the employee should ask the supervisor for help
in clarifying the job expectation and breaking it into smaller, more manageable
parts. The performance review session is the ideal time for working out any
problems with formulating job expectations and achieving performance results.
The employee feels
that performance reviews are not necessary. There are no incentives, no rewards.
By state statute monetary rewards cannot be linked to the reivew process
except for non-represented classified employees. However, at the evaluation
session the employee should explain to the supervisor how he/she feels about the
lack of incentives. The supervisor needs to be aware of such employee
perceptions so that he/she can pursue the possibility of developing other
incentives for making the review a more worthwhile experience. The feedback
mechanism at the end of the review form also provides an avenue for notifying
the Personnel Office of employee feelings regarding the process.
The employee feels
that the performance review does not measure performance.
If the performance review format follows the design of the form and the tips
provided in this manual, the review session should adequately measure
performance. The difficulty may occur with regard to developing clear job
expectations. The job expectations should be clear, specific and measurable. An
indicator for measuring progress could include techniques such as setting a
target date, a specified quantity of output, a level of quality, etc. Using the
present job description as a basis for developing future expectations may also
be a helpful tool in preparing measurable performance objectives.
No action is taken
on employee suggestions.
It is not always possible to implement employee suggestions. There may be
reasons such as economics, logistics, demographics, etc. that prohibit
implementation. The employee should request a follow-up meeting with the
supervisor to investigate those reasons. Although failure to implement could be
an oversight, there may be valid reasons for non-implementation. Sharing those
concerns with the supervisor is a practical means for evaluating the inaction.
The employee fears
negative consequences.
Fear of negative consequences may be related to feelings of nervousness or
apprehension which is not uncommon for both supervisor and employee. However, if
there is evidence that discussing job performance concerns has resulted in
punitive action, steps may be taken to remedy the situation. Performance reviews
are not to be used for disciplinary action. If your supervisor is using the
review session for that purpose, you may contact your union steward or the
Personnel Office. The evaluation section of the performance review form can be
used to notify the Personnel Office of your concerns.
Keep in mind that discipline is defined as a verbal reprimand, written
reprimand, etc. Supervisors should let employeees know if they are not meeting
job expectations. The performance review session is a good time to make sure
that you understand each other. Talk in terms of specifics, not generalities.
The more specific the job expectation is stated, the less chance there is for
misunderstanding.
The employee feels
that criticism is unwarranted.
Most of the time it is best to discuss the criticism and your reaction to it
when it occurs during the performance review session. However, if the
environment is not conducive to an immediate discussion, a follow-up meeting may
be necessary. If the differences are not successfully resolved, employees are
free to add a memo to their personnel file. Perhaps there was some unforeseen
event that prevented completion of one or more goals and the supervisor does not
sufficiently relate the details on the review form. Employees have the right to
add an explanation. This clarification can be facilitated through a separate
letter to the Personnel Office or employees may use the comment and/or
evaluation sections of the review form to explain their position.
