Reference no: EM132240102
Caroline's Performance Evaluation
Many employees and managers dislike the annual performance review. Although performance management does include the once- or twice-a-year appraisal or evaluation meeting, effective performance management should be considered by employees and managers alike as an ongoing part of the job—not a stress-filled event that employees dislike and managers typically put off.
One of the reasons performance evaluations are painful is because managers typically do not know how to provide less-than-positive feedback to their employees. If managers considered the performance evaluation process as part of their "managing duties," they could establish a strong rapport with their employees and have ongoing candid conversations without too much angst. On the employees' side of the evaluation table, frustration occurs because most managers do not bring up negative or "room for improvement" items except at this once-a-year, stress-filled event.
In this exercise, please read the mini-case and answer the questions that follow.
Caroline Bowman is frustrated. She has just met with her boss, Ellie Wendorf, to discuss her annual performance evaluation, and her overall evaluation was less than satisfactory. Caroline is one of six project managers who report to Ellie, and she has worked at Seidling Technology for three years. Ellie was formerly Caroline's colleague, but she was promoted to manage the project managers more than a year ago, in her first job as a supervisor. Ellie highlights three key areas that Caroline needs to improve upon: communication, problem solving, and decision making. Caroline can't believe that Ellie thinks she is doing an unsatisfactory job and goes back to her office to think about what just transpired during the meeting.
Sometimes, she doesn’t even know it has gone wrong because she’s off to another problem. As her employees describe her, she really is like a whirlwind—a fast-moving one!
1. How could Caroline have handled the review process differently?
Remind Ellie that the two of them used to be colleagues.
Tap her foot and ignore what Ellie has to say.
Look for a new position in a new company, since it is hard to have a former peer as your boss.
Raise her voice and complain about her boss's comments.
For each area that needed improvement Carolina should ask Ellie for specific ways to improve.
2. How could Ellie have handled the review process differently?
Consider that Caroline may be frustrated because Ellie received the promotion she thought she deserved, and point out her deficiencies
Remind Caroline that she is her supervisor, and that as such she has the ultimate say
Hold an impromptu meeting with the HR director
Work together to formulate a plan of action, including goals for each area to improve her performance
Ellie handled the process seamlessly, Caroline just has an issue since Ellie was a former peer
3. Which of the following is the final step in an effective management process?
Evaluate performance
Define performance outcomes for company division and department
Identify improvements needed
4. If you were Ellie and you witnessed Caroline's reaction to her unsatisfactory review, what should you do when it is time for another employee's performance appraisal?
Ignore Caroline's reaction
Use Caroline's evaluation as a model for future reviews
Check in with Caroline several times during year to ensure the goals you set together are working
Defend your evaluation to Caroline and HR.
Do the same type of performance review
Provide consequences for performance results
Provide support and ongoing performance discussions