Management Basics: Determining a Performance Rating

Evaluations start long before it’s time to actually determine a rating

The first major input in any kind of fair evaluation is based on the work the employee needed to accomplish, and the work they did accomplish. This process starts with both goal-setting and a review of the expectations of the role, as well as any areas you already know they need to improve on. This may seem obvious but, as we’ll see, it is actually a tricky thing to get right!

Decide on your own axes of evaluation and attempt to apply them evenly

A manager I used to work with had a very methodical approach that he used to evaluate managers on his team. He had seven characteristics of management that he considered essential to doing the job, and would score each manager on each area, then roughly average them to get a final score. A different manager that I worked with at Rent the Runway did something similar with our four engineering ladder attributes. She would grade each person based on their level and role, and use that to justify how she rated her team.

The final component has to be your own judgment

This brings us to the final aspect of performance rating: manager judgment. As with all things in the world of people management, there is no perfect algorithm you can apply to ensure total fairness and accuracy. You do not want to set yourself up to deny good ratings to people doing good work when they don’t fit perfectly in a box, or when they had all of their goals upended by a strategic shakeup halfway through the year. But you also don’t want to unfairly reward or punish people through an arbitrary process that relies on how much you like or dislike them.

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Camille Fournier

Camille Fournier

Author, “The Manager’s Path.” http://amzn.to/2FvjeHH Distributed systems, dysfunctional programming. camilletalk.com, elidedbranches.com