Performance Evaluation Criteria

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Whether you work closely with your team every day in an office or are staffed with technicians primarily out in the field, one the most necessary tools for a highly functioning business is the employee performance evaluation.

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What is a job performance evaluation?

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In short, the purpose of the performance evaluation is to ensure workplace efficiency by the fact you are measuring the level to which individuals are meeting the expectations of their job description. The much larger and far more impactful purpose of the performance evaluation is to provide specific and actionable feedback so that an employee can continue to grow and above all, feel valued in the organization.

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How do you evaluate employee performance? Where do you even begin? The performance evaluation criteria is based on the employee job description. The tasks the employee is responsible for is built into the evaluation and the results demonstrated by the employee are then documented by the manager alongside each task.

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For example “Task: Review pricing options for all purchases. Results: Sally carefully reviewed and communicated all pricing available.”

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Only then can you rate the employee based on the specific results of their work output. I recommend you eliminate the use of numbers. No one wants to be a 3 when they could be a 5. I suggest a 5 option series of specific measurement feedback criteria:

(N) Does not meet expectations.
(S) Meets some expectations.
(M) Meet expectations.
(E) Exceeds expectations.
(C) Clear outstanding.

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The goal of every employee should be to meet the expectations of their job. This is what they were hired for after all, to complete the job duties. Because you are documenting specific actions completed by the employee in relation to that specific job duty, this ensures clarity over the rating results.

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On the evaluation, job description tasks should be gathered into sections of similar tasks and expectations. For example, all the work on one project is in one section. The manager documents the results of the various job duty items and that single section is rated. You will generally find 5-7 sections that are rated, depending on the job. This is more cohesive than 23 different ratings of the entire job duties.

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If there are duties the employee does that falls outside of their job description, find a way to articulate those tasks. For example, several miscellaneous tasks related to an isolated set of events could become “Busy season support”. If the work an employee does is not documented on their performance evaluation, there is no opportunity to coach and measure those tasks. The criteria should always be based on tasks or actions the employee is responsible to complete, as per their job duties. Any work “above and beyond” is then documented on the performance evaluation as such.

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And we know it is “above and beyond” their job description, because the evaluation is written based off of it. The performance evaluation criteria allows the manager to identify specific demonstrated action items and provide feedback based directly on the employee actions. Conducting a performance evaluation can be complicated when a manager is fond of or very much likes the employee. When you use the criteria of job duties and direct results, the conversation and the performance evaluation is about actions and not feelings.

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