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Documenting Performance
We Need to Do it
Why document indeed? You’ve been working on the job for a few months now and you’re finally settling into your role as “the boss”. You’ve got some great team members, a couple of whom really stand out. Of course, you’ve also got a few that are so-so. Before you know it, it is bonus, reorg, layoff or promotion time. Are you ready to make the big decision? Do you know how (or even if) a team member contributed? Do you remember specifics? If you’re like many managers, the answer is probably “not really”. You get frustrated and stressed because you can’t support personnel actions except by gut check. Repeat after me: “If you didn’t write it down, it didn’t happen”.
But Why is it so Difficult?
I hear the rumblings now, “I don’t have time to write everything down. I have my own work to do”. Guess what? This is your work and it’s not as painstaking as it sounds. As long as you act in the moment-If you wait until you need to act, it’s too late. It’s not that difficult if you develop good habits from day one.Don’t be afraid to make the team aware of your expectations. It’s only fair that they know that you will not only assign their work, but you will also observe, coach, praise, correct and yes, document it to make sure you get things right. It is also important that they understand that documentation is only one of the tools available to you to help them succeed. Make it about their success and they will understand.
Documenting Basics
Okay, so you know why you need to do it and ways to explain the need to your team. The question remains: How do you do it?Here are a few suggestions to get you started:
• Document incidents and situations with the understanding that everything is subject to scrutiny (and possibly subpoena). Don’t let that stop you. Make sure the document is dated and stick to the facts. You are not writing a novel, you are describing an interaction. Who, what, when, where, why and how works just fine. Don’t elaborate but include any evidence you have to back up the facts. No, you don’t have to document every time Jane is late for work but you do have to document every time you talk to her about it (By the way, after the first counseling, I would document every time she was late).
• Keep the language objective. State what the employee did or did not do. Avoid characterizations and judgments to express employees (“George’s stupidity resulted in xyz”). Instead document the effect of the action (“George’s direct actions resulted in xyz”).
• Send a confirming email after the conversation. Request a “read” receipt so that have evidence that the email was at least opened.
• If in doubt, check with HR. Your HR manager can walk you through the company’s best practices and how to deal with the legal requirements of what to document and how long to keep it.
Keep in mind – when it comes time to justify your decisions whether it’s a promotion or a termination, it’s a lot easier if you can cite specifics. When you right it down in the moment, you have facts, not emotions to back up your words. Make it a habit from the start and you won’t have to struggle through the documentation drama.
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Note: This blog is not intended to be legal advice. It is intended to demonstrate the importance of early and effective documentation. Consult your HR professional or general counsel for your specific situation.
Great advice! I actually have a special customized booklet I use for my employees 1:1 meetings. I use it to track tasks, projects, etc. I generally spend a few minutes updating it before each meeting and refer to it and write notes during the meeting. It has been an invaluable tool for keeping track of many people and their projects and is a great reference come performance review time. I use one too in my 1:1s with my supervisor to keep track of what I’m working on and list new items that I’m requested to do.