Here`s what to do if you don`t agree with a poor performance evaluation: Finally, if you have several discussions scheduled for the day, don`t start with the lowest, where disagreements occur earlier. Instead, start with your best actor and move on to potentially more tedious ratings. If you go this way from simply to difficult, you naturally become more comfortable answering questions and dealing with misunderstandings when you have discussions where there are probably disagreements. While it can be difficult to give negative feedback, one of the most important elements of effective performance management is learning how to do it effectively without causing unnecessary conflicts. If you agree with your boss and the goal of the meeting is to present a plan to improve your performance, you should do so accurately: Use it as an opportunity to find ways to improve your performance. But if, after being brutally honest with yourself, you decide that the assessment is inaccurate, it can show you that your boss – unintentionally or deliberately – neglects your services. These are the steps that need to be performed after a misrepresentation of performance. Fight the urge to take revenge or react to your performance evaluation on the same day or even the same week as it was given. Give yourself time to manage both the verification, your self-assessment, the follow-up conversation and the entries of others. Start by finding out the cause of the disagreement. Is it a fact (you wrote that the employee received a customer satisfaction score of 79, but the employee says his score was actually 83), or is it a matter of judgment (you wrote that the employee`s customer service skills were unsatisfactory; she feels his skills are awesome)? If disagreement is a matter of fact, you should gather the facts and make all necessary corrections.
If it is a matter of judgment, ask the employee for additional evidence. Then determine whether this evidence is important enough to change your mind, revise your judgment and change the assessment you assigned when checking the employee`s performance. Whether you decide to change companies or are motivated to continue your current role, the performance evaluation time will return and O`Sullivan advises you to read. “If you get a score that you don`t agree with, you`re already behind the ball. You should focus on preparing your next review to prevent this kind of misunderstanding from happening again. As soon as disagreements arise, you immediately switch to listening mode. Listen to the employee and let him speak on their history page, present facts and feelings about what they have a problem with. As you listen, add phrases like, “Let me know more…” One. or: “Is there anything else you can tell me about it…?” to encourage an employee to keep talking about the subject until they say whatever they wanted to say.
There is a good chance that, if they have the right to speak, they will come to the same conclusion as you. If the criticism is right, take the opportunity to work out a plan with your boss to improve your performance. Show that you are proactive by developing ideas that you can share during the meeting. Problems involving facts are easier to manage. You bring your data and check the facts, make corrections if necessary. Judgment decisions may require additional evidence from an employee.