More and more organizations are ditching ratings and forced distributions in performance reviews. Of course, if you’re required to rate your direct reports, do as your organization dictates, but don’t let the static number speak for itself. Some employees may be disappointed with a 3 out of 5 rating, for example, thinking it means they’re merely average. So combine your rating with specific comments and feedback that give the employee a clear understanding of why they got their rating and how their performance is (or isn’t) aligning with their goals. If there isn’t space on your organization’s evaluation form, add a page to allow yourself room to explain the logic behind the rating, and discuss your rating during the meeting. Your employee will find your comments, observations, and qualitative examples valuable for their growth and development.
Adapted from the HBR Guide to Performance Management
