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Evaluation time is a good opportunity to discuss mutual expectations. You've
had a little time to get used to being the manager and he's had a little
time to show what he can do. Now you have to bring those expectations into
line so that there is forward progression for everyone in your group.
I have found it useful to have a group vision/mission discussion where the
department (even if it's a dept of 2 or 3) has a common objective.
Individual goals then tie into the common objective which leads into the
corporate objective(s).
Give him a snapshot of where he is currently, compared to where you would
like him to be, and relate this to the dept objective. Don't look at it as a
"failing grade", but as there being a gap between now and the desired
future. His current performance wasn't "bad" -- it was only what was
expected of him. Most people rise to the expectations that have been set. If
that setting is low, even good people can regress. While you could assume
that he should have those skills, if he hasn't been required to exhibit
them, they may have degraded, and some refresher training might be in order.
A training plan should be part of your regular evaluation discussions.
Establish success criteria -- what does it look like when he is meeting
expectations? e.g., no formatting errors, prompt follow-up on SME questions,
initiative shown on new projects, etc. Communicate clearly what level of
quality is acceptable, and indicate what doesn't meet the objectives. If he
doesn't improve in a reasonable time period then look at what you have to do
to replace him. Not every employee works well for every manager.
Your concern about the pay inequity coloring your judgment probably means
that it is not. You are aware that it may be a factor, thus you are taking
steps to reduce its impact. I'm sure it will even out in time.
--Beth
Beth Agnew
Professor, Technical Communication
Seneca College of Applied Arts & Technology
Toronto, ON 416-491-5050 x3133 http://www.agnewcom.com
-----Original Message-----
From: bounce-techwr-l-118812 -at- lists -dot- raycomm -dot- com
[mailto:bounce-techwr-l-118812 -at- lists -dot- raycomm -dot- com]On Behalf Of Aimee Hall
Sent: Wednesday, November 12, 2003 12:21 PM
To: TECHWR-L
Subject: Annual Performance Review, new manager...
... When I do his evaluation, is it fair for me to give him a failing grade
on
"quality of work" when he has not had proper guidance in what constitutes
acceptable quality? Can I assume that these are skills he should already
have developed? Or should I give him the benefit of the doubt that he will
improve if I work with him?
... I'm somewhat concerned that the discrepancy in pay is causing me to be
too hard on this
guy.
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