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The Retail Employer

 September 2006

Performance Evaluations Are Not Out of Date

by David E. Nagle

I recently received an inquiry from an employer thinking of implementing a formal self-appraisal for all employees, with managerial feedback, in place of the traditional management-driven annual performance evaluation. To the extent that a self-assessment form encourages an employee to engage in a thoughtful analysis of his or her own strengths and weaknesses, leading to an interactive dialogue with the supervisor regarding performance, it may prove to be of considerable value. This approach might help get issues on the table that would not arise in typical supervisor-subordinate discussions that are part of the traditional performance evaluation, because that process often places the employee in a defensive/responsive mode. This is a valuable tool for identifying any disconnect between the tasks that an employee thinks are most important, and those deemed critical by management. If an employer does decide to utilize a self-evaluation, the form used needs to make clear that it is a self-appraisal, and not a manager’s evaluation of an employee’s performance.

While I believe that self-appraisals can be valuable, I think it would be unwise to abandon the practice of preparing performance evaluations by management. Sorry to sound like a lawyer, but the reason is simple —employers need the documentation. While some progressive HR professionals view the traditional approach as outdated, it is nevertheless the vehicle that provides us with the most important evidence to support employment decisions in the event that they are challenged in judicial proceedings. Of course, they have to be done correctly; quickie, inaccurate, give-everyone-“very good” evaluations are worthless, and can be worse than none at all. But the way to address that problem is to motivate supervisors to do a better job (through use of both carrots and sticks), rather than to abandon the performance evaluation process.

Accurate performance appraisals provide contemporaneous documentation of management’s assessment of an employee’s performance strengths and deficiencies, directions given for necessary improvement, and the employee’s response to the evaluating supervisor. Such documentation is credible, and invaluable if, several years later, the employer is called upon to justify personnel actions based upon performance, e.g., selection for promotion, demotion, training, transfer, layoff or discharge. When time has passed, and supervisors or others who could offer testimony have moved on to other companies, we may nevertheless be called upon to prove to the satisfaction of a jury that a decision we made was for legitimate, non-discriminatory reasons. Thoughtful, comprehensive, accurate performance appraisals are the very best evidence to rely upon.

Employment attorney David E. Nagle has joined the law firm of Jackson Lewis LLP, and opened the firm’s new Richmond office. Jackson Lewis has nearly 400 attorneys, all of whom work in the areas of labor, employment and employee benefits law on behalf of management, in 26 offices across the county. David may be contacted by telephone at (804) 648-4077, or by email at nagled@jacksonlewis.com. At his new law firm, David will continue to work with the Association in providing the Employment Law Information Program to retail members of the Association. Calls requesting information on the Program should be directed to Preston Perrin of the Association, at (804) 662-5500.

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Differentiate your Workplace: Focusing on Customer Service

It’s a phrase we hear all too frequently, and you may have uttered it yourself at times. “Customer service is dead.” And in a day where speed, convenience and bottom-line pricing seem to be of highest priority, it seems all too true.

In this global marketplace, having great customer service is a true differentiating factor. Think about a time when you experienced great customer service. Maybe it was at the grocery store where someone bagged your groceries and carried them out to your car without asking. Or, it could have been at a gas station that has attendants who wash your windows. Examples of great customer service are so rare, they are clearly memorable. That’s why capitalizing on customer service is a great way to grow your business and create loyal customers. It can even position you to charge a premium for your products and services.

So how can your organization have great customer service? The following tips can help you create memorable experiences for your customers.

Start on the inside. Great customer service begins within the organization. Experts agree that the way employees are treated by management and the way they treat one another plays a big role in the level of service your customers experience. Happy employees are more likely to have a positive, helpful attitude that will impress your customers.

Praise individual efforts. Customers interact with employees on an individual level. That’s why it’s important for you to emphasize and recognize great customer service on an individual level when you witness it.

Make it a must-have. While it’s important for you to recognize outstanding examples of customer service, make sure your workforce knows that you expect nothing less. Make it a part of job descriptions or your organization’s mission statement. Consistently communicate that customer service is key.

Build relationships. True success is built on relationships, whether personal or business. Within your organization, relationships are essential in creating a team that can deliver great customer service. Managers who build relationships with their employees ensure a productive, service-friendly workforce. Valuing relationships with your vendors and consultants will boost your business as well. Also, building relationships with customers or clients helps create life-long business opportunities.

Remember, your customers and your employees are your best advertisements. What they say about your organization can bring in more business than a great ad campaign. Emphasizing customer service within your organization will help make it an actuality. And providing superior service to each customer who walks in the door will establish your place as a preferred business in no time.

This article is reprinted with permission of www.ExpressPersonnel.com. Contact Mr. Lars Nordin at Lars.Nordin@ExpressPersonnel.com if you would like to be added to their distribution list.

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