In this article, we suggest carrying out a 360º assessment as it is the most complete. But there are other types of evaluation . See what they are below:Self-assessment is a great way to promote employee reflection and self-knowledge.
In it, the professional evaluates his own performance, according to criteria defined by HR and the manager, identifying his strengths and those that need improvement.
After the evaluation, the results must be analyzed by the employee together with his/her leader.
Here, the direct manager evaluates each one of his subordinates. In this way, the biggest benefit is that the leader is the person who has the most contact with the activities carried out by the team, thus having a more concrete overview of the performance of each employee.
Its main characteristic is efficiency, since the manager is the one who best knows the strengths and weaknesses of his team.
This model is similar to the 90º assessment: the difference is that, here, the leader and employee carry out the assessment together, discussing performance together.
The form is filled in by both, after discussion of each question and grade.
The Consensus Assessment demands the existence of good communication between leaders and employees.
In this type of evaluation, the employee is evaluated only by his/her direct manager. But contrary to what happens in the 90º Assessment, here, the employees also evaluate the manager.
So it’s a two-way model! It even tends to improve the internal climate, as the leader also receives feedback.
It is an excellent learning tool for the entire team.
The 360º Assessment is the most complete model and is usually used by companies and organizations with more experience and maturity with assessments, with a culture of solid feedback culture .
Here, the employee evaluates leaders, teammates, and/or potential subordinates. And it is also rated by all of them!
In this model, everyone evaluates and is evaluated. Therefore, it is considered a complete model.
To learn more about feedback, be sure to check out the manual produced by our experts ! It’s free!
Rating by customers
With this model, the employee is evaluated directly by the customers themselves, who can be external or internal. The feedbacks obtained here are very valuable, because without customers, there is no business.
Before choosing the evaluation model, it is essential that the company stipulates what the objective of the evaluations is. Thus, there is no model that is always the best, but the most appropriate. Therefore, it is necessary to understand the moment of the company, its needs, its reality, its conditions and its objectives.
If the organization has never conducted an assessment cycle, for example, the 90º Assessment may be the ideal choice. But if the company has been carrying out the cycles for a longer time, already has a structured process, it is worth using 360º Assessment.
It is clear that, as important as knowing the models, is knowing the company itself.
How to analyze the results of a Performance Review
We come to one of the most important parts: what to do with the results obtained in the evaluations? After all, the objective is precisely to obtain and use this data.
The first step is to give feedback to those evaluated, after all, they need to know how they were evaluated.
For this feedback, a one-on-one meeting is a great way to review the results together with the employee, clarify doubts, analyze each item.
Take the opportunity to establish an Individual Development Plan (PDI), seeking to improve the strengths and correct the points that need to be improved.
It is also possible to compare the performance of several collaborators using the Nine Box Matrix . By the way, we have a complete manual on Matrix 9Box! It is completely free and you can purchase your copy here .
It is worth remembering that carrying out constant Performance Assessment cycles allows the company to closely monitor the development of each of its professionals. This monitoring tends to increase team engagement and productivity.
3 Most Common Mistakes in Performance Appraisals
Among the most common mistakes that can impair the effectiveness of Performance Appraisals are:
Not tracking employee progress
After conducting a Performance Assessment, gaps and points for improvement can be found.
If the manager does not implement an action plan to correct these problems and/or does not carry out constant cycles of evaluation to check progress, it will be of little use to carry out an evaluation.
Therefore, monitoring is not a complement, an accessory to assessments. It is part of the development process of a contributor.
Evaluate all employees in the middle of the rating scale so as not to hurt feelings or overestimate anyone
Here, both the evaluator and the evaluated are harmed. The appraiser, who wastes his time simulating an appraisal. And those evaluated, who do not receive a result consistent with the performance presented.
Performance Appraisals should not be taken personally. Whoever evaluates should not improve the grade because he likes one employee more than another. Much less should worsen a person’s grade due to personal problems.Whoever is evaluated should not understand a bad result as an offense, but as an opportunity for improvement.
To work, the evaluation must be free of biases that influence the perception of performance. Otherwise, those who need to improve do not improve and the good are not valued. If you want to understand more about how to remove biases in Performance Appraisals, we have a complete and free content on the topic. Just click here .