By Jean Hollands

Many companies review their employees’ performances. Some do “focals,” some do board reviews, others do ranking and rating, and still others do comprehensive evaluations that may encompass a “360″ evaluation from subordinates, peers and managers. Even smaller companies use performance reviews as factors in determining raises, bonuses or reductions in salary, hours or benefits.

Though necessary, some employers may find reviews hard because of the following dilemmas:

• He may not regularly give constructive feedback.

• She does not want the discomfort of a defensive response.

• He may compare and contrast employees without criteria parity.

• She may know of her “favorites” and feel badly about the discrimination.

• He knows he has not monitored the employee well.

• She knows what it feels like to be unappreciated and dreads that response for others.

• He may fear the sabotage or repercussions later.

• He may know that other managers or his boss have conflicting opinions.

• She does not want to take the time to rationalize her perceptions.

• He is a born procrastinator.

The solution to giving an evaluation is to set aside time to construct a first draft. Many companies have templates for the appraisal, and some expect the reviewer to create criteria of his or her own. Whatever format you use, give yourself 30 minutes to get started. Then reward yourself.

Create the qualifier statements:

• We have not had adequate time to interact.

• Travel has interfered with an accurate appraisal.

• I may not have been concise in my assignments.

• You have only worked for me for a part of the period of appraisal.

• I want to help you with areas of concern for you.

• We can make this a team effort.

Ask for feedback. Practice with your best performer first. Confer with others. Remember that it is your responsibility to convey difficult situations to your employees. Evaluations are often postponed for months, even years. It is irresponsible to ignore this important feedback loop.