Lifestageperformance evaluation
Best Practices in performance evaluation
Now more than ever, employees crave feedback to support their career progression [1].
Organizations that reimagine how to deliver feedback about an employee’s performance can dramatically increase satisfaction and retention while also improving outcomes. Developing an equitable and inclusive method for evaluating performance helps managers and employees alike by building clear alignment on strengths, areas for growth, and opportunities for career progression.
[1]: shrm.org/topics-tools/news/all-things-work/reimagining-performance-review
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Step
1
Use Pilots to Design, Test, and Iterate
Create a working group to initiate the design process and review options for the new performance evaluation structure. The design process should involve outlining the key inputs for the performance evaluation system (i.e. student achievement data, classroom observation ratings) that are aligned to your vision. Following the initial design phase, run a pilot for the new system utilizing a representative group of staff members to gather feedback. Pilots can include testing individual components of the system (e.g. classroom observations) or the full system itself. Use regular iteration cycles so the working group receives regular feedback on the emerging design.
RESOURCES
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An inclusive performance evaluation system requires an interactive design process that incorporates staff feedback. When well-designed, both staff and managers are fully invested in the system, ultimately resulting in increased retention.
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Step
2
Develop a Clear Communication Strategy
Implementing your new performance evaluation requires careful planning to ensure that it is well-received by staff members. Ideally, staff members feel heard – placing their trust in the new system and building further trust in leadership. A thoughtful communication plan is critical to the effective roll-out of the new system. Share information about the new performance evaluation process with employees within each level of the organization in a group meeting. Meetings provide each staff group (e.g. principal managers) the opportunity to share their perspective on how to best communicate with the following staff group (e.g. principals). Ideally, direct supervisors help lead the roll-out meetings with their own staff members, allowing the newly shared information to be communicated by trusted leaders that staff members feel connected to.
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Include a diverse set of voices while implementing the new performance evaluation system to help build trust among staff members.
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Step
3
Train and calibrate stakeholders
Many different individuals need to be trained to effectively implement an annual performance evaluation, and training should occur annually in advance of each performance evaluation cycle. Create a training plan for each individual or subgroup to enable a smooth first year of implementation and positively impact staff satisfaction of the new system. Typically, training on the evaluation process, as well as on how to calibrate individual evaluations across staff to minimize bias, is required for principal managers, principals, all direct managers, and HR/Talent staff. All other staff members should receive training at the beginning of each school year to review the process and prevent unnecessary surprises.
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Prior to your first year of implementation, identify likely areas of bias and adjust your training accordingly. For example, in addition to training staff and managers on goal-setting, schedule an annual review of goals to ensure similar rigor across roles.
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