Using Evaluations to Guide Employees to Greatness
Bread & Butter, August 1999

None of us likes to stumble around in the dark-not knowing if we're close to reaching our goals. But that's how some employees feel on the job. Managers can shed some light by conducting periodic employee evaluations. In fact, employees do their best when they receive performance feedback, says Rodney Morris, senior director of human resources for Einstein/Noah Bagel Corp. in Golden, Colorado. At the 80th annual National Restaurant Association Restaurant, Hotel-Motel Show held in Chicago this May, Morris presented the following tips on how to conduct constructive performance reviews.

Charting a course

• Set expectations early on. "On Day One at Einstein's, each employee gets a copy of the performance-review form so that he or she can understand what we think is important," says Morris. The employee handbook also lists the same performance standards that appear on the review form. "That way they know exactly what they're going to be evaluated on and what it takes to be successful," he says.
• Give frequent feedback. Tell employees on a regular basis how they're doing and how they can improve. "If you've done your job right, employees should have no surprises come review time," says Morris.

Navigational tips

• Schedule a performance-review meeting a week or two in advance to allow both you and the employee to prepare for it. Select a slow time and a quiet, yet public place. Morris recommends meeting in a corner of the restaurant, where no one is likely to overhear the conversation.
• Ask employees to appraise themselves. Two weeks prior to the evaluation meetings, Einstein managers give employees blank evaluation forms on which to rate themselves. "It gets them thinking about how they've done," says Morris. "Usually they're harder on themselves than their managers are."
• Gather and review information about each employee. Refer to attendance records, your manager's notebook and personnel records. "The rating should reflect the employee's performance over the entire review period," says Morris, adding that managers should not overemphasize recent events, he says.
• Be specific. In addition to giving numerical ratings, provide written comments-the more specific the better, says Morris. For example, rather than saying, "You're doing a great job with customer service," home in on the particulars, such as, "You're great at interacting with the customers and taking their orders."
• Be objective and fair. Avoid being too lenient, too tough or giving everyone the same rating. Rate employees only on job performance; don't let other factors-such as their personality traits, race, sex or age-affect you.

Serving as a beacon

• Set an approachable and professional tone for the evaluation meeting. If either party gets upset, take a timeout, says Morris.
• Don't allow yourself to be interrupted during the meeting. "Turn off your pager and hold all calls," says Morris.
• Take special care with an employee's first review. Give thorough explanations and allow extra time for employee questions. Conduct the first review after about a month so that you can provide early feedback, says Morris.
• End a review meeting by discussing employee goals. Make sure the goals are realistic and measurable, and be prepared to check on the employee's progress.