---
title: "Nine Details to Pay Attention to When Evaluating Employees"
description: "Complacency can lead managers to make simple mistakes that greatly affect employee motivation and performance, becoming the culprit that ruins employee evaluations. This article outlines nine key details to consider when evaluating employees to avoid these pitfalls."
author: "New Distribution"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
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published: "2014-05-24"
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# Nine Details to Pay Attention to When Evaluating Employees

> Complacency can lead managers to make simple mistakes that greatly affect employee motivation and performance, becoming the culprit that ruins employee evaluations. This article outlines nine key details to consider when evaluating employees to avoid these pitfalls.

**Warm Reminder** Click the blue text above “快消品经销商专业咨询” to learn more about marketing and distributor internal management. Complacency can lead managers to make simple mistakes that greatly affect employee motivation and performance, becoming the culprit that ruins employee evaluations.
For employees undergoing annual performance reviews, the evaluation meeting is a big deal; but for bosses or managers responsible for evaluating many employees, it's easy to take for granted.
This complacent attitude can lead you to make simple mistakes that can greatly impact employee performance. Here are nine details to pay attention to when evaluating employees.
**Never Ask for Self-Assessment**
Asking employees to self-assess is a "lose-lose" proposition. A good employee, whether formally or informally assessing themselves, will feel they've done well, while a poor performer may equally not think they've done badly, turning a constructive evaluation into an argument.
Self-assessment sounds "conclusive," but it's a waste of time. Never ask employees for formal or informal self-assessments, especially during meetings.
**Use Facts and Data**
When you think an employee is underperforming, you'll almost always be asked to provide specific examples. Without concrete data to support your view, your argument fails. Never vaguely mention a problem or area needing improvement without providing data to back up your conclusion; facts and data are essential.
**Focus on Behavior, Not Personality**
When evaluating, you can say "your performance is poor" rather than "you have a bad attitude." The primary focus should be on performance, not personality. If an employee indeed has a bad attitude, you can list specific behaviors that lead to that conclusion. Remember: focus on behavior first, not personality.
**Look at the Whole Picture, Not Just the Present**
Don't focus only on recent events. The longer the evaluation period, the more likely this happens. Focusing on recent performance, employees naturally catch on: "Oh, evaluation date is coming, time to start working hard." Keep records, take notes, and ensure the evaluation reflects the entire period's performance.
**Avoid Comparing with Other Employees**
Even if it's true, it's best not to say: "Your sales performance is the worst in the group." And absolutely never compare one employee to another. Comparisons are unfair and only create embarrassing emotions and unhealthy competition. The best approach is to compare the employee's performance against performance standards. If an employee's sales are indeed the lowest but meet expectations, focus on exceeding expectations.
**Ask Helpful Questions**
Evaluations should be a two-way conversation, so you need to ask questions to spark dialogue. But that doesn't mean asking stupid questions. Don't ask general questions about the economy, industry, market, or business, nor ask for advice on improving business; save those for other times. Employee evaluations are "employees' own time." The evaluation should focus solely on the employee, so ask if they have any issues, need help, or have the right methods to do their job. In short, ask questions that help them succeed. After all, that's your primary function.
**Avoid Disclosing Sensitive Information**
When conducting an evaluation, it's easy to feel all-knowing. However, that's not the case. If you lack information needed for the evaluation, say so and follow up later. Don't talk about things you shouldn't. With open-ended conversations, it's easy to reveal sensitive or confidential information; resist the temptation to share evaluation information with others, and be honest about employee performance.
**Don't Make Promises Lightly**
Good performance reviews should share development and improvement plans through various channels, evaluating the past and looking to the future. But remember, when you say "maybe," employees often hear "definitely." A smart manager manages expectations: if you're not sure you can keep a promise, don't say it. If a "maybe" doesn't become a "definitely," let the employee know and explain why.
**Combine with Previous Evaluation Records**
Do you remember what you said last time you evaluated an employee? Of course not, but the employee does. Using the same examples makes the employee feel you're going through the motions; discussing the same opportunities makes them feel you're not serious about their career development. Take notes after meetings, and review these notes and previous evaluations before sitting down for the next one. Remember: performance reviews are part of an ongoing process of improvement and development, not a one-time event easily forgotten, because even if you forget what you said, employees never will.
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