4 rules for employee evaluations that build a stronger team

October 12, 2026 By Aaron Huizenga 0 Comments

We do employee evaluations every year, and they cause one of two feelings for most of us. The first is excitement at the chance to give and receive some feedback from others inside our organization. The second is dread, a chore where we have to put feelings, numbers or scores on a page to look at how we feel ourselves or others are doing their jobs.

Let’s take a new look at these and make them something that no one despises or disregards as “another yearly task.”

Before we get into the discussion, the members of your team need to know at the outset of the year the parameters of what their roles entail. A satisfactory annual review will rely on the metrics they will be measured by and a specific outline of what a successful completion of these tasks or performance modules look like.

Let me share the way that I approach the evaluations, and personally, I welcome them and appreciate the formality surrounding the process of direct and specific interaction about performance.

First, there can be nothing new in any evaluation. This is a snapshot of the past year. Specific and direct communication. This is not a place for anything from before or after the evaluation period. Do not bring up something from three or four years ago, as it should have been covered at that time. Simply look at the past 12 months.

Second, there can be no new information in an evaluation. If you didn’t talk about an action or situation when it happened, you cannot use it in a review. Anything in that review should be exactly that – a review. This is not the time to say, “Back in April, you filled out your TPS report incorrectly.” Deal with a performance shortcoming when it happened, and if it is significant enough, review it one last time in the evaluation. This is not the time to have a kitchen-sink discussion with anyone on your team. It is unfair to them to dredge up any past mistakes.

Third, are you doing quantitative or qualitative reviews? Perhaps it is a blend, and that works in human interaction, but that should be conveyed prior to the evaluation period. When you are doing a performance evaluation, utilize whatever metrics are important to your organization to score or evaluate your team. Measure them against one another but also measure them against the standard that your organization has set for their specific position. Comments like “You need to be nicer” have no place. Use verbiage more along the lines of “Your ability to respectfully interact with co-workers does not align with our code of conduct.” Then use specific examples of your observation (and they should have heard them from you when it happened) when you make this statement.

Lastly, give some constructive feedback if you are giving a less-than-satisfactory score in an area of evaluation. For example, not every category can be one where someone excels, like punching in on time. You either do or you don’t; there is not a lot of gray area here. Do you wear your uniform or don’t you? How can you be excellent at wearing a uniform? However, in the areas where someone can excel, explain the reasons why they are great at it. Maybe they take the time to fully understand a financial statement, or they show compassion and take the time to slow down and repeat instructions and teach how to safely perform a task all the way to completion. Those are the notes and feedback that can help to cultivate the next generation.

Give this process the time it requires in order to give your team your heartfelt feedback on what they are investing into your organization. That is the true way to build an incredibly strong team.

Let’s work on your upgrade!

Aaron Huizenga is East Division manager for Lakes Gas in Wisconsin. Reach him at ahuizenga@lakesgas.com.

Aaron Huizenga on leading others through small course corrections

Aaron Huizenga on why great leaders don’t jump to conclusions

Aaron Huizenga on the power of self-awareness