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Performance Evaluation for Supervisor
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Performance Evaluation for Supervisor
Discuss workforce management, performance management, retention, communication, motivation, contributing to business results and other topics.
I need to write an evaluation for a supervisor who is very competent, does everything expected of him, and keeps all deadlines. The problem is one of personality. He is arrogant and supercilious and t
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Forums » Topic Forums » General Forum » Performance Evaluation for Supervisor
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Performance Evaluation for Supervisor
posted at 6/2/2009 7:16 AM EDT
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Posts: 18
First: 5/20/2009 Last: 4/19/2011 |
I have to agree with Nork. In my organization, we address what supervisors do (performance), as well as how they do it (leadership). Someone may perform well, and as you say, look good on paper, but if they do it in a manner that others won't follow, then they are demonstrating poor leadership, and their overall performance rating is impacted. The next step is to create a development plan to help the supervisor overcome his shortcomings. Leadership gameplans are easily as important as performance gameplans. That's how you can help coach this person into being a more effective employee overall. |
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Performance Evaluation for Supervisor
posted at 6/9/2009 7:42 AM EDT
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Posts: 19
First: 2/13/2008 Last: 7/27/2009 |
You've used the words "diaster" and "egregious" (the latter twice).
Unless you're given to hyperbole, I'm wondering how you're thinking to rationalize giving him a good evaluation. By doing so, you're rubberstamping your predecessors and making it all the more difficult for you to do an honest appraisal the next time. I understand that you've not laid the foundation for your expectations to date, but at the minimum there needs to be a mention in the appraisal of the behavior you want changed in the future. |
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Performance Evaluation for Supervisor
posted at 6/9/2009 9:36 AM EDT
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Posts: 1
First: 6/9/2009 Last: 6/9/2009 |
In looking at your question and further comments, it appears that you have never, to this point, given him "active" feedback - ie, each time he acts in the unacceptable ways you have described, you give him "real time" feedback. My performance mgmt philosophy is that performance should be managed "all" the time - with both positive and negative feedback/recognition... IF he has never heard that the "how" he does things is unacceptable - it might be worth it to be clear and upfront in his review, and give him 30 days to change via a "performance improvement plan" -- since "how" he acts is within his ability to control - if he chooses to... Some people can change - especially if they are made aware of what needs to be changed... If he chooses not to - I would let him go at the end of the 30 days -- the positive impact on those other employees that he interacts with by getting him to change or go is usually significant and worth it... |
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Performance Evaluation for Supervisor
posted at 6/9/2009 9:38 AM EDT
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Posts: 4
First: 6/9/2009 Last: 8/4/2009 |
The general advice provided by everyone here is great, but there appears to be an assumption of SudieQ's correctness in assessing the behavior.
SudieQ, respectfully, I do not think you have demonstrated evidence of anything more than a personality conflict between YOU and this person. A red flag goes up for me on this situation. "Arrogant" and "supercilious" are highly subjective terms. It is clear you do not like the personality of your subordinate, but you also indicate a high level of efficacy on his work. Presumably, if he sends opinionated e-mails, someone is interested in his opinion on the other side... You are a new manager, which further worries me that you may be jumping the gun on assessing someone you might not have made the time to get to know. It would be particularly disappointing to have lost a proud, confident (or what you may call "arrogant, supercilious") capable, self-sufficient employee. Not to mention, what type of person would you prefer he be replaced with (my guess is--again, respectfully--someone just like you, right)? If his personality is truly disruptive to the work environment and you can make an objective case for it that can be supported, then I humbly digress and support the advice the other pro's have offered. I just think there is not enough to go on from your initial post to support getting rid of a clearly competent (if slightly over-confident) employee because YOU don't like him. |
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Performance Evaluation for Supervisor
posted at 6/16/2009 8:56 AM EDT
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Posts: 4
First: 6/9/2009 Last: 8/4/2009 |
In MOST cases.
In the case of a new manager who may not have given him or herself time to adequately know the skills and personalities of their team, I expect the boss to express some earnestness before making a potentially life-altering decision that can damage the Company and livelihood of a productive team member. Most certainly, I hope the boss's boss would expect more than anecdotal evidence to support such a decision. (I am speaking generally now, not implying this is the case with SudieQ.) |
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