QUERY: Can you provide a checklist for assessing whether our performance evaluation program is being conducted properly?

RESPONSE: The following material is found in Ceridian's HR Compliance Reference System:

Employee Evaluation Program Checklist

Management should continuously review the following list to ensure that the company’s performance evaluation program is conducted properly.

        Set clear, measurable standards for performance.  Employers should clearly define what type of behavior would merit each of the ratings before assessing employees.

        Base the evaluation on the typical performance of the employee during the entire period.  Employers should not overemphasize recent occurrences or isolated dramatic incidents that are not typical of the employee’s normal behavior in performing the evaluation.

         Base evaluations on accurate data obtained from records (whenever possible) or from careful observation (when records are not available).  Compare the performance of the employee being evaluated with the performance of all individuals who have performed the same job, keeping in mind the requirements of the job.

         Do not let the evaluation of one factor influence the evaluation of other factors.  Many evaluators have a tendency to give an employee who rates very high on one factor a higher rating on other factors than may be merited.  Similarly, when an employee is weak in one respect, the person performing the evaluation may make the assumption that the employee is also weak in other respects, which may not be the case.  Employers should consider each factor independently.

         Do not permit grade of job, length of service, or previous experience to affect the rating.  Evaluators must consider only the performance of the employee in relationship to the specific requirements of the job.  Employees must not be rated too high simply because an employee has a number of years of service or a wealth of experience.

         Personal feelings must not bias the evaluation — whether positive or negative.  The supervisor conducting the evaluation must not attribute greater proficiency to employees whom are liked personally or for whom the evaluator has sympathy.  When special extenuating circumstances exist, employees must only be evaluated based on performance, and evaluators may offer an explanation of the applicable, extenuating circumstances in the space provided.

         Previous evaluations may not be influential factors in current evaluations.  Past evaluations should not influence present evaluations.  Substantial differences do not necessarily mean that an evaluation is incorrect.

         Evaluation of factors should not fall into a consistent or routine pattern.  Wide differences exist in individuals employees with respect to the evaluation factors.  Due to such differences, each employee must be evaluated in relation to the specifics of that particular employee, rather than a general application of generic factors. 

         Vague impressions do not offer a basis for evaluation.  Accurate evaluations require that the evaluators have extensive knowledge in regard to an employee’s performance.  Evaluators should consult facts or records to gain a greater knowledge of the employee’s performance, when such information is available. 

         Evaluations must not be hurried.  Evaluators must take enough time to evaluate accurately.

         Honest opinions are essential.  A good evaluator should be able to differentiate between the performances of the employees and offer accurate, candid opinions of each employee’s performance.