Human Resource Management Problems With the Form

Human Resource Management

Problems with the Form

First of all, the Employee Evaluation Form offers no explanation for what "Low," "Average," and "High" really mean in terms of performance. There should be a thorough explanation as to what those categories reflect. Moreover, the area for comments is very limited, just enough for a few scribbled notes. That's wholly inadequate for a good review of an employee's progress and work ethic.

Secondly, there should be explanations under each category. In the category "Decision Making," for example, what kinds of decisions are expected of a rank and file employee? If the employee is only being evaluated once a year, but his or her supervisor (with no other input), how will that supervisor know what kinds of decisions (quality or otherwise) the employee has made? All in all it seems like a very cursory and vague kind of evaluation.

Question TWO: Suggested Changes to the Form

Why are supervisors only evaluated on the categories with asterisks? Supervisors should be evaluated by professional HR people on all the same categories as the rank and file. The form should be more expansive (with, as mentioned above, specific guidelines as to what "Professional Development," and the other categories mean); it should have ample room for copious notes on what the employee feels his or her strengths and weaknesses are. Where is the place for feedback from employees during their evaluation? Isn't it usually a two-way street? For example, there should be a place for the evaluator's remarks and for the employee's response to questions as part of the evaluation.

The evaluation process should be twice a year, not just annually. As it is the process seems like going through the motions rather than really digging into the effort the employee puts into his or her job. Also, it is outrageously shortsighted that managers have never received any training in how to conduct appraisal interviews. This is a problem that must be remedied by either bringing in a training specialist or sending the managers to a seminar so they can learn how to do evaluations.

Question Three: Feedback

As mentioned above, there should be a place in the form for feedback; the form should give the employee an opportunity to have input to the working conditions and areas the company could improve its relations with its employees. And the form should be a guide for the employee, a list of areas the company expects him or her to improve. Just saying "Low" or "Average" is pointless. There needs to be a two-way process of communication.

Question Four: Discrimination

The advice that ABC needs to receive is legal advice. Does the company have an attorney on retainer who is fully conversant with federal anti-discrimination laws? Has the company conducted training on sexual and racial discrimination issues? If ABC does not have a system in place to train employees on federal civil rights laws and other workplace guidelines that have to do with fairness, this company is failing in its duties and responsibilities vis-a-vis rights and fairness.