What Item Should Not Be Documented On A Performance Evaluation

What Items Should NOT Be Documented on a Performance Evaluation?

Performance evaluations are crucial for employee growth and organizational success. They provide a structured opportunity to assess employee contributions, identify areas for improvement, and align individual goals with company objectives. However, the process requires careful consideration. Including irrelevant or inappropriate information can damage employee morale, create legal liabilities, and undermine the evaluation's overall effectiveness. This article delves into the specific items that should never be documented on a performance evaluation.

I. Legally Problematic Information

This section focuses on information that could expose your company to legal challenges or discrimination claims. Accuracy and objectivity are paramount, but even factual information can be damaging if presented improperly.

A. Protected Characteristics & Discriminatory Remarks

Absolutely avoid mentioning anything related to an employee's protected characteristics. This includes:

• Race, ethnicity, national origin: Comments on an employee's accent, cultural practices, or origin are strictly prohibited. Focus solely on job performance.
• Gender, sexual orientation, gender identity: Avoid any judgments or comments related to an employee's personal life or identity that are not directly relevant to their work. This includes assumptions about their capabilities based on gender stereotypes.
• Religion: An employee's religious beliefs or practices should never be mentioned in a performance review unless directly impacting their ability to perform essential job functions (and even then, tread extremely carefully).
• Age, disability, veteran status: These are all legally protected characteristics. Any remarks related to age (e.g., "too old to learn new technologies"), disability (e.g., assumptions about capabilities based on a disability), or veteran status are unacceptable.

Example of inappropriate wording: "While John is a hard worker, his age might hinder his ability to adapt to our fast-paced environment." Instead, focus on specific performance metrics and observable behaviors.

B. Personal Opinions & Subjective Judgments

Performance evaluations should be based on objective, measurable data, not personal feelings or subjective opinions. Avoid phrases like:

• "He has a bad attitude." (Vague and subjective – what specific behaviors constitute a "bad attitude"?)
• "She's lazy." (Similarly vague and subjective; provide concrete examples of lacking productivity.)
• "He's difficult to work with." (Again, requires specific examples of behaviors negatively impacting teamwork.)
• "She's not a team player." (Replace with quantifiable observations like missed deadlines due to lack of collaboration.)

Instead, provide concrete examples with specific dates, situations, and observable behaviors. For example, instead of "He has a bad attitude," write: "On October 26th, John refused to assist Sarah with the X project, despite her request and the project's tight deadline."

C. Confidential Information

Never include confidential company information or information about other employees. This breaches confidentiality and is unprofessional.

D. He Said, She Said Accounts

Avoid including unsubstantiated hearsay or "he said, she said" accounts of workplace disputes. Focus only on verifiable facts and observable behaviors related to the employee's performance.

II. Irrelevant & Unproductive Information

This section focuses on information that is irrelevant to the employee's job performance and does not contribute to a constructive evaluation.

A. Personal Life Details

An employee's personal life is largely irrelevant to their job performance. Avoid mentioning:

• Family issues: Unless directly impacting work (e.g., frequent absences requiring explanation), keep personal family matters private.
• Health problems: Respect an employee's privacy; medical information is protected under various laws (HIPAA, etc.). Focus on the impact of absences (if any) on their job responsibilities, not the underlying cause.
• Financial difficulties: This is extremely sensitive information and has no bearing on work performance.

B. Past Performance Reviews

While past performance can provide context, don't dwell on past evaluations. The current review should focus on the employee's performance during the current review period. Mentioning past shortcomings without specific improvements noted since can be demoralizing and unproductive.

C. Unrelated Skills & Talents

Focus on the employee's performance in their current role. Don't include comments on unrelated skills or talents, even if positive. This can lead to false expectations and misunderstandings about future career progression.

D. Punitive or Retaliatory Remarks

Never use the performance evaluation as a tool for punishment or retaliation. If an employee has violated company policy or engaged in misconduct, address this through the appropriate disciplinary channels, separate from the performance evaluation.

III. Improper Formatting & Language

Even accurate information can be damaging if presented poorly.

A. Vague or General Statements

Avoid vague statements like "needs improvement" or "could do better." Instead, be specific about what needs improvement and provide concrete examples. Use the STAR method (Situation, Task, Action, Result) to describe specific situations and behaviors.

B. Emotional or Inflammatory Language

Maintain a professional and objective tone. Avoid using emotional language or inflammatory remarks. Use neutral, factual language to describe performance.

C. Unrealistic Expectations

Ensure that the expectations outlined in the evaluation are reasonable and attainable. Setting unattainable goals can be demotivating and unfair.

D. Lack of Positive Feedback

While constructive criticism is important, don't forget to acknowledge and appreciate the employee's accomplishments and positive contributions. A balanced review with both strengths and areas for improvement is essential.

E. Lack of Specific Examples

Every comment should be supported by concrete examples demonstrating the stated performance. Generic statements without supporting evidence weaken the evaluation's credibility.

IV. Improving Your Performance Evaluations

To create effective and legally sound performance evaluations:

• Establish clear expectations: Define specific, measurable, achievable, relevant, and time-bound (SMART) goals.
• Regular feedback: Provide ongoing feedback throughout the review period, not just at the end.
• Use a standardized form: Ensure consistency and avoid bias.
• Document everything: Keep records of all communication, feedback, and performance data.
• Employee self-evaluation: Encourage employees to participate in the process by providing their own self-assessment.
• Training for managers: Provide training to managers on conducting effective and fair performance evaluations.
• Review and revise: Regularly review and update your performance evaluation process to ensure it remains effective and complies with legal requirements.
• Seek legal advice: Consult with legal counsel to ensure compliance with all applicable laws and regulations.

By avoiding the items listed above and following these best practices, you can ensure that your performance evaluations are fair, accurate, productive, and legally sound, fostering a positive and productive work environment. Remember, the goal is to help employees grow and develop, not to create unnecessary conflict or legal liabilities. A well-executed performance evaluation process is a valuable tool for both individual and organizational success.