Fear Factor in the Workplace: Would You Rather Eat Bugs Than Do Employee Performance Evaluations?

(continued)

Here is the cardinal rule for performance evaluations: Nothing should be a surprise. If you have done a good job throughout the year as manager, trainer, and coach, then your and your employee’s evaluation will align very well, and the meeting can be a positive and productive discussion about how to move forward, even when there are difficult or negative issues to be resolved.

You might also consider using a 360-degree feedback mechanism. This is where, in addition to your evaluation as “the boss” and the employee’s self-evaluation, the employee’s peers and direct reports (if they have any) are also invited to provide feedback. There are a number of web-based 360-degree feedback instruments; this year I am using one called the Leadership Navigator for Corporate Leaders, which is available through the Society for Human Resource Management (SHRM). This particular instrument costs $140 per person being evaluated, is completely administered and taken online with a final compiled report available to you in PDF format, and takes only 15 minutes for a participant to complete. It covers business focus, talent development, inclusiveness, integrity, results orientation, customer focus, team leadership, and communication skills; breaks out strengths and development needs; and allows participants to provide narrative comments in response to “This person’s most effective behavior or skill at work is…” and “The one area that this person needs to work on is….”

Following are some common evaluation “errors” to avoid¹:

• Halo/horn effect —the employee is extremely competent (or low performing) in one area and is therefore rated high (or low) in all categories
• Recency —the appraiser gives more weight to recent occurrences and discounts earlier performance during the appraisal period
• Bias —the appraiser’s values, beliefs, and prejudices distort the evaluation
• Strictness —the appraiser is reluctant to ever give high ratings
• Leniency —the appraiser is reluctant to ever give low ratings
• Central tendency —the appraiser rates all employees within a narrow range, regardless of differences in actual performance
• Contrast —the evaluation is based on how the employee compares to other employees, instead of on objective performance standards

In your written evaluation, be sure that you can support every comment, both positive and negative, with examples or documentation (this is where your incident file comes in really handy!). Avoid exaggerated, inflammatory, or emotional language; be as accurate and objective as possible. Also be specific and complete. List as many accomplishments as you can; it’s a strong, positive statement to the employee when you can remember and list more accomplishments from the past year than they can. Relate your comments as much as possible to the job description; don’t compare the employee to other employees. Be honest and direct, yet professional, polite, and constructive, in both word choice and tone. Try to balance between positive and negative feedback, and be sure to consider their performance across the whole time period. Focus on their behaviors, which they can change, not their personality, which they cannot.

Give specific examples of both positive and negative behaviors. For example, “Employee X is very considerate and proactive in covering phones and other administrative tasks when needed. Examples include helping me assemble new employee handbooks, handling phones so the receptionist could go home when ill, and helping our bookkeeper with invoice mailings.” Or, “Employee Y experienced a performance slump during the last three months of last year, which was evidenced primarily by reduced ability to keep up with her correspondence and tasks in a timely manner, and more mistakes and oversights and less organization and detail than we were accustomed to seeing in her work.”

Avoid absolute language, such as “always” and “never.” Don’t say “Employee X is always late for his shift” unless that is absolutely true. It’s better to say something like “Employee X was late for his shift at least two times per week during the last three months.” And only address performance problems that are patterns, not isolated incidents. Clearly and specifically communicate what the problems are, why they are problems, what behavior or actions you want to be different, and how you want them to be different. Likewise, when praising behavior, clearly state how pleased you were to see it and how much you’re looking forward to it continuing and expanding. Sandwich any constructive feedback between praise.

Before the meeting, anticipate and consider in advance all the potential responses or questions the employee might have, and be prepared for them. Set aside plenty of time for the visit, and do not allow interruptions. Realize that the employee will be nervous, and take time at the beginning of the meeting to establish rapport and set them at ease.

Be as polite, respectful, and positive as possible, particularly when discussing constructive feedback, even if the employee is not. Be very aware of your body language and tone. Place more emphasis on the future than the past when discussing constructive feedback, and realize that it is human nature for the employee to zero in on the one constructive suggestion you may have made, instead of the many accomplishments you praised. Focus most of the discussion on the action plan.

If the employee brings up an issue or question that is a surprise or you are not prepared to discuss, you can defer, but don’t forget or wait too long to address it. Always ask what you can do differently, better, or more of; and don’t forget to ask what they need, and if they have any questions, concerns, or comments. Actively encourage their input to these questions—it may not be enough to simply ask once. When they do respond, listen without interrupting —no matter what they say! And close by thanking the employee for something—good work, another year of service, extra contributions, loyalty, dependability, and so on.

In closing, I strongly recommend that you join SHRM (www.shrm.org). The membership is only $160 per year, and it will be worth many times more than that to you in terms of job descriptions, articles, policies, forms, and a great deal more that they offer. And always bear in mind one of my favorite quotes, by Dale Carnegie: “When dealing with people, remember you are not dealing with creatures of logic, but with creatures of emotion, creatures bristling with prejudice and motivated by pride and vanity.” Welcome to HR!

Footnotes

¹From The SHRM Learning System, 2000, Module Two, General Employment Practices.

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United Arab Emirates (UAE)

(continued)

Business etiquette

Although Dubai is almost completely free of trade restrictions, many of the Arabic rules of etiquette still apply here.

It is a major faux pas to break certain conventions when doing business in Dubai. Smart conservative clothing is expected, despite the often soaring heat. Meetings could start late, since this is not frowned upon in Dubai and it should not be commented on. The Arabic handshake involves touching the heart with the palm of the right hand after each shake, although visitors should note that when greeting Arab women they should not offer their hand unless the woman extends hers first.

The terms ‘Sayed’ (Mr) or ‘Sayeda’ (Mrs), followed by the first name, should be used in greeting, to ensure politeness. It is also very important for visitors never to sit in such a way that their feet are pointing directly at someone else. Causing someone else to lose face, whether a client or colleague, is considered extremely offensive and any criticism or corrections should be kept for private discussions afterwards.

Meetings tend to start with plenty of preliminary chatting before moving onto the serious work, so it is essential for visitors not to rush in. Business meetings in Dubai are often seemingly casual affairs, in cafés or restaurants, although it is easy to be caught off guard, as the pace tends to quicken rapidly and deals are struck in a fraction of the time it can take in Western Europe.

Friday is considered a day of prayer and rest, so meetings should not be scheduled for this day. Calls to Arab people should also be avoided on this day. Similarly, local people will not answer the telephone during siestas, which are usually taken between 1400 and 1700. Business hours are Saturday to Wednesday 0800-1300 and 1600-1900. Businesses run by Western staff might open Sunday to Thursday 0800-1700. Business socialising in Dubai can be quite formal. Lunch meetings are more common than evening meetings and visitors should note that sometimes business meals will be served at venues that do not serve alcohol. Asking for it may cause embarrassment and even insult.

With tensions high in the Middle East, visitors are strongly advised not to bring up political matters and, if prompted, to veer on the side of caution, not assuming any common beliefs or opinions.

Further customs and conventions

A number of expressions punctuate conversation in the UAE and the most common is the term Insh’allah (‘if God wills’), which underlines a strong belief that the course of events cannot be controlled by the individual.

The term Bukra Insh’allah (‘tomorrow, God willing’) conveys the sense that ‘We will do things as soon as possible but God will determine when that may be’.

Customs that are common throughout the Islamic world are well known. Some of these are not unique to the Arab environment, but are standard behaviours in a range of international situations.

• Avoid any display of anger or impatience.
• Maintain eye contact with your host. Rapid shifts in eye contact may be construed as a lack of trust.
• When offered tea, coffee or snacks, always accept, even if you do not consume it all.
• The offer of strong black coffee is a feature of Arab meetings and a mark of hospitality and should not be refused. The cups are small and when you have enough, a polite ‘wiggle’ of your cup signifies to the server that you have had sufficient.
• Learn the art of polite small talk, which will open most meetings, particularly introductory sessions.
• Learn to relax and not exhibit signs of tension, which may transmit uncertainty.
• Assume a calm demeanour, avoid brash conversation and maintain a body posture that is non-aggressive.

The Arab meeting — what to expect

Arab meeting settings in the UAE vary but it is best to be prepared. In many instances, you may be meeting with an expatriate executive and the meeting will follow standard international practice.

Some of the characteristics of Arab meetings in the UAE are:

• Your host may interrupt the meeting at any time to answer any one of a number of phones, fixed and mobile, or respond to an assistant seeking a signature or advice.
• Other people may enter the meeting — often quite unrelated to your business. This is part of the accessible nature of Arab society. Adopt a passive role, unless you are invited into the conversation.
• Remain unaffected by what you perceive to be interruptions — be patient and await an appropriate opportunity to resume your presentation.
• Other interruptions may occur — a call to prayer or a side conversation with another visitor.
• Arabs place a great deal of emphasis on words — sometimes as a substitute for action. Be prepared for expansive conversations.
• Avoid comments on politics.
• Never exhibit impatience or tension if the meeting is not following your expectations.
• Do not look for western style structure in meetings — particularly a direct flow of discussion topics.
• Make sure you keep your three ‘must win’ points in play during the meeting. Do not get distracted from your objectives by what, in the Arab world, are standard meeting dynamics.
• Develop a negotiating style that is calm but firm.
• Sincerity and trust are the primary factors your host will be looking for when assessing your company as a business partner.

Arranging meetings

• Try to make contact with a ‘vertical slice’ of the market (end-users, government agencies, banks, consultants) so you receive a variety of views — not just those from distributors or agents.
• It is common for meetings to be rescheduled or delayed, so ensure you have other contacts in your visit plan to fill any gaps.
• While your host may delay the meeting, this does not suggest that the visitor can do the same. Always be punctual — it is expected of you.
• The sense of flexibility is due to a variety of factors ranging from a call from a ‘higher authority’, family business or prayer times.
• If your host is unavailable, try to reschedule the meeting with a personal assistant.
• It can be useful to leave behind a brief (pre-prepared) note on company letterhead, regretting that you were disappointed to miss your contact. Outline your willingness to meet at an alternative time, along with your hotel and telephone details. This generally works.
• As visits may involve rescheduled meetings, it is important to operate flexibly. It is unrealistic to plan a two-day visit with five calls per day and presume your itinerary will run to time. Always allow an extra day.

Business communications

• The Arab business environment may feel very different for the newcomer. Experience and sensitivity to local customs will soon build confidence in the operating environment.
• Similarly to Asia, personal relationships with Arabs are paramount. Trust must be established and proven. Any indication of a lack of trust will be apparent and can frustrate business relationships.
• Like Asia, ‘yes’ can mean ‘perhaps.’ Avoid a series of closed questions that force your host into a Yes/No response. Suggest alternatives if your initial proposition does not resonate, such as prefacing your proposal with ‘How would you feel if…’ or ‘Can you outline your three major needs so we can tailor a proposal to suit…’
• Learn to become an active listener and when you speak, do so with brevity, confidence and empathy, maintaining concentration on your paramount objectives.
• A friendly and open approach to business will always be appreciated.
• Arabs favor direct discussion and do not place the same emphasis on written communications as in the U.S. A phone call will have more impact than a series of emails.

Have you visited Dubai or another part of the UAE? Do you have personal anecdotes to share about the Emirates, or contrasting examples to the above general rules?

Please send to: sop@mcelroytranslation.com

Sources used:

emirates.org

cnn.com/2006/POLITICS/02/21/port.security

datadubai.com/about-dubai/business/doing-business-with-dubai

ameinfo.com/dubai_business

dfat.gov.au/publications/business_uae/doing_business_uae.html#isl

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