Performance Appraisals and Difficult Conversations

Difficult conversations are something that should be expected in the workplace. The performance appraisal is one example. A performance appraisal is a special kind of one-on-one conversation taking place between a supervisor and a subordinate. They occur at regularly scheduled intervals and are intended to provide feedback on the subordinate’s work performance. Although difficult for both parties, these conversations are an important part of the employer/employee relationship.

A performance appraisal can benefit both the supervisor and employee by providing valuable feedback. However, hearing criticism and even praise about one’s work can be uncomfortable. Learning how to positively frame these evaluations about how our performance is perceived is extremely valuable. We can take the information given in the appraisal and use it to grow, modify behaviors, and communicate more effectively. Performance appraisals can uncover performance problems. Other times, the performance appraisal reveals that the “problem” is not a problem at all. Perhaps it is just a situation that needs clarification. Performance appraisals are a challenging, but valuable communication tool. 

It is important to know how to navigate these potentially uncomfortable scenarios in order to reap the most benefit from them. As you read this section, consider some of the concepts related to verbal and nonverbal messages from this chapter and how practicing the strategies discussed might benefit the interaction.

Even if you do not envision yourself in a leadership position in the near future, it is never too early to develop a framework for appraising/evaluating job performance. In order to prepare to conduct a performance appraisal, consider the recommendations below well in advance of the scheduled conversation. 

Provide/Review the rubric. Well before a periodic evaluation, the employee should be well aware of the performance expectations for the position. When an employee knows the expectations, they can better navigate a clear course towards meeting those goals. 

Feedback should be timely. Constructive feedback should be given in a timely manner. This means feedback does not necessarily have to wait for an annual review. Employees do not always know when they are doing well, for example. If there is something to praise, it should be done quickly. If there is negative feedback, it should also be taken care of quickly, but not in anger. If employees know what changes need to be made and the impact on the company, they are more likely to be willing to make those changes quickly.

Begin with the positives. When offering feedback, begin with what the receiver is doing well. You may have heard of the Sandwich Method when you open with positive comments, followed by your criticism, and then offer final positive comments. The problem with this method is that most people are familiar with it, and may perceive the feedback as insincere. Another potential issue is that critical comments (the main message) can get lost in between. Think of organizing your message as a dialogue. Begin with a review of established goals, and acknowledge how those have been met. Offer both negative and positive remarks with sincerity.

Keep comments problem-focused and specific. Feedback should indicate the areas that need improvement, and why making the changes is important to both the employer and employee. Additionally, comments should be focused on observation rather than inference. In other words, the appraisal should include things that were actually observed, not assumptions being made about what might be occurring.

It is also important to provide necessary details to help the receiver understand how to either modify or repeat behaviors. For example, simply indicating, “You did a great job” does not provide adequate detail. “You do a great job communicating with customers. I’ve noticed how you immediately acknowledge the customer’s complaint and help them find an agreeable solution.” indicates the exact behavior witnessed and what was positive about it. 

Feedback should be outcome-oriented and situation-based. Focus comments on performance, not personal attributes or personality characteristics. The focus of the appraisal should also involve work-related issues that can realistically be changed. This means specific concerns over which an individual has control.

Be direct, but sincere. Choose an appropriate tone for the situation. A concerned tone would be most appropriate during critical feedback, whereas a more positive, upbeat tone would fit general feedback. Regardless of the relationship, avoid a tone, body language, or facial expressions that might be construed as sarcasm or anger. 

Include recommendations and suggestions. If the feedback includes identifying something the employee has done incorrectly, it is helpful to suggest articles or books to read, recommend a mentor to provide assistance, a training program to attend, or specifically where to find the protocol in the employee handbook. Provide tools to assist the employee in making the changes recommended (SEEK, 2019). 

Offer opportunities to collaborate. The performance appraisal should be a conversation. It is an opportunity for both the supervisor and the subordinate to clarify any confusion, and make sure the intent behind any actions can be explained. For example, let’s say that a supervisor witnessed an occurrence with the employee, but only caught the end of the interaction. This incident is then raised in the appraisal as a negative situation. When this happens it offers an opportunity for the employee to provide background information, as well as the chance for both to work together to find a solution.   

When conducting a performance appraisal, the guidelines discussed above can help the conversation go smoothly. However, there are no guarantees. Even the most effective communicators can experience stress and anxiety when faced with difficult conversations. In the next section, we’ll examine how to use your awareness of aligning verbal and nonverbal messages when responding to constructive feedback.

The video below provides and example of an employee performance appraisal. See if you can identify the manager's use of the recommendations discussed in this unit.