• Documents how well Employee has met the expectations defined in the performance plan
• Allows Employee an opportunity to do a self-assessment
• Allows for both positive and critical feedback
• Supports decisions to retain, promote or give pay increases

Tips

• Schedule uninterrupted time for discussing the evaluation.  This is an important conversation with the employee.  Treat it as such.  Make sure there is privacy and there are no interruptions (no phone calls, visitors, etc.).
• No surprises – if the supervisor has done a good job of providing feedback during the performance cycle and has provided the employee with all relevant documentation for the self-evaluation, there should be no major surprises when the evaluation is reviewed.
• Anticipate possible employee reactions, think about and rehearse your verbal responses.  Get help thinking through and even role playing responses if you anticipate a difficult meeting with an employee.  HR can help!
• Break the ice – While performance evaluation meetings may not be the supervisor’s favorite management responsibility, the employee is likely to be nervous, too.  If the supervisor initially takes the lead in the conversation, breaking the ice with small talk, it may ease the tension.
• Say what you need to say, be specific.  The employee should not have to guess what you mean.
• Share the conversation – Once the supervisor has broken the ice, allow the employee time to talk.  The supervisor should check that s/he understands what the employee is saying. 
  • Don’t raise your voice or become angry.  It is human nature that if one person raises his/her voice the person he/she is talking to does the same.  This actually has a name in psychology – “mirroring”.  You can use it to your advantage by lowering the volume of your voice if the employee raises his/hers.  The employee will usually quiet down, mirroring you. 
  • Acknowledge Employee frustration/anger
  • If necessary, take a break.  If tempers flare, it is probably more effective to end the meeting with a statement such as “We are having difficulty talking calmly to one another right now.  Let’s take a break.  We can schedule a time tomorrow or the next day to continue our discussion.”
• Understand that pauses in the conversation may occur—silence is okay.
• Redirect efforts quickly if conversation strays off topic.
• Focus on the issue, not the person.  Work on problem resolution vs. assigning fault or defending an opinion
• Do not make promises that you cannot keep
• Close the conversation on a positive note – even if the employee’s performance  has been rated “Unacceptable” and the meeting has been difficult, you can say something like “We have 90 days to turn this situation around.  I will work with you to help you be successful.” 
• Don't forget the signatures.
  • The employee signs and dates the evaluation to acknowledge receipt.
  • Signature does not imply agreement with the evaluation.
  • If the employee refuses to sign, the supervisor can sign it, making a note that the evaluation was given to the employee on X date and s/he refused to sign.

Additional Performance Evaluation Training Resources