FOCUS TODAY - May 2002

Research shows that a key reason employees quit their jobs is due to the performance of their bosses.  Just like top management takes an active role in the performance appraisal process in order to achieve planned outcomes, our line-staff is also given an active role in the performance appraisal process of “their boss”. All employees want to know, with some degree of certainty, where they stand and how they are perceived. They also want to know what they honestly need to continue to do, start doing, or stop doing, to be as successful as possible.

A couple years ago, we implemented a performance appraisal process for our line employees in which they could rate their boss.  We know time is a scarce resource for our  line staff, therefore, we’ve kept this evaluation process down to a minimum number of questions.  The questions asked concentrate on leadership skills;  respect, integrity, communication/listening, recognition, training, etc.

A small group of no more than 5 employees per department are sent to the human resources office where they sit at a round table.  They ‘re each given an evaluation form (one-sided sheet with approximately 12 questions), a pencil, a brief explanation on the purpose of the evaluation, and they are assured anonymity.  They are asked to rate their boss on a scale of 1 to 5 --- 1 being the lowest and 5 the highest.  Just because there is a number involved does not mean that they can’t articulate, explain, justify, or communicate the information behind that number. They’re allowed to ask the HR Director questions as they go along.  However, they are not allowed to compare answers nor speak amongst themselves.

Once all line staff has had the opportunity to complete an evaluation, a spreadsheet is created with each manager’s results, along with comments their staff may have written. Each manager receives a copy of their own results and copies of these are available to their line staff, as well. The general manager is now in the best position to provide this information and take the steps to make necessary changes. These results are incorporated in the overall evaluation of that manager, discussed with them and goals to improve are set.

This evaluation process has been done twice so far, once a year.  I can tell you, we’ve definitely had results from it. Because of this performance appraisal of top management, we have been able to determine behavioral changes required to improve overall employee performance, morale and mutual respect and have been able to improve and/or correct current management performance.  It provides top management with feedback, not only from the “boss” but rather from their subordinates as well.  The payback of this entire process, in monetary terms, can be calculated on the basis of: productivity, turnover, promotion/transfer from within versus outside recruiting, less number of grievances, absenteeism, etc.

In what one, single area should this person improve to increase his/her overall performance? Explain.__________________________________________________________________
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If you were to describe your supervisor with one word, what would it be? _____________ _________________________________________________________________________
_________________________________________________________________________

Your Name (optional)
___________________________

SAMPLE:  SUMMARY OF MANAGERS’ EVALUATIONS

COMMENTS

Managers Name

Area in which you should improve to increase overall performance.

Describe supervisor in one word:

Other comments: