Annual performance reviews highlight strengths, point out areas for improvement, and help everyone perform better. But in reality, that’s not always the case.
Studies have shown that 22% of employees have called in sick to avoid a performance review, 35% have vented to their colleagues, and surprisingly, 15% have even cried after a review.¹ These emotional reactions usually come from a mix of fear about getting negative feedback based on unclear job expectations or the pressure tied to things like promotions and raises.
If you’re a manager or business owner, you understand the importance of reviews for spotting where your team needs help and improving their performance. If you’re an employee, you know they’re necessary for future growth.
So, how can we strike a balance? How can we turn performance evaluations from something people dread into something useful, especially when employees with disabilities are involved?
Conducting Performance Appraisals the Right Way for Employees with Disabilities
If your team includes employees with disabilities, performance management can be challenging. You might ask questions like, “How do I make sure this process is fair?” or “What legal guidelines should I follow?”
The EEOC offers clear, practical guidance on how to handle performance and conduct standards for employees with disabilities, ensuring everything stays in line with the Americans with Disabilities Act (ADA).²
Here are the key things you need to know:
All Employees Must Be Held to the Same Performance Standards
The quality and quantity of work expected from all employees should be consistent so that everyone can be evaluated based on the same performance standards, regardless of their disability. Reasonable accommodations can and should be provided to help employees with disabilities meet those same standards.
For example, suppose an employee with a mobility issue can’t physically handle some equipment, but there’s a different way they can achieve the same result. In that case, it’s perfectly reasonable to adjust how the task is done. What matters is that they meet the expected outcome, not necessarily how they get there.
Reasonable Accommodations Must Be Provided for Equal Job Performance
The ADA requires employers to provide reasonable accommodations to help employees perform their essential job functions. Employers and employees must communicate openly to determine what will work best without compromising the job’s essential duties.
Let’s take a simple example: If an employee has a visual impairment and struggles with specific paperwork tasks, providing assistive technology that helps them read documents more quickly could be a reasonable accommodation. If the accommodation is adequate and doesn’t impose an undue hardship on the company, the employer should offer it.
Employee Performance Reviews Must Be a Dialogue, Not a Lecture
Performance evaluations must be collaborative. The EEOC emphasizes that reviews should involve ongoing communication between employers and employees. This becomes even more important when disability accommodations are involved.
If an employee’s performance dips because of their disability, it might signal that their accommodations need adjusting. For instance, if someone’s productivity drops because they’re no longer benefiting from a particular accommodation, this is a perfect opportunity to explore alternatives.
Conduct Standards Still Apply—But Flexibility May Be Needed
Just because someone has a disability doesn’t mean they’re exempt from basic workplace conduct standards. However, if conduct issues arise because of a disability, employers should explore possible accommodations before jumping to disciplinary action.
For example, if an employee’s tardiness is linked to a disability-related issue, modifying their start time or allowing a more flexible schedule might resolve the problem. Likewise, if someone is struggling with behavior changes related to a mental health condition, behavioral support or workplace adjustment could be the solution rather than disciplinary measures.
Turning a Tough Task into a Win-Win: How to Prepare for a Smart Performance Review
The goal is to ensure fair, constructive, and supportive performance reviews, which will lead to continued professional growth and a positive working relationship.
Here are five ways you can prepare for that:
1. Customize Evaluations to Focus on Impact, Not Just Numbers
One-size-fits-all criteria do not account for different working styles or the diverse ways people contribute to a team, particularly when you have employees with disabilities who might work differently due to their accommodations.
Instead, shift your focus to impact. Look at what’s being accomplished, not just how quickly or in what manner. For instance, an employee might not crank tasks at lightning speed, but their attention to detail might save the company from costly errors.
Another example is that an employee might need flexible hours due to a disability, so they may not always be available for meetings. However, their creative problem-solving or ability to mentor other team members might be invaluable.
When you focus on the value an employee brings rather than just ticking boxes, you’ll see their contribution in a much more straightforward, more appreciative light.
2. Approach with Empathy and Openness
Evaluations are about people. And people come with stories, challenges, triumphs, and nuances. When you sit down with an employee, especially one with a disability, approach the conversation with empathy for an effective performance review.
So, what questions should a manager ask during a performance review? Here are some open-ended performance review questions you can ask:
- How do you feel about the support you’ve been receiving?
- Were there any challenges you faced this year that I might not be aware of?
- How can I help you feel more supported in your current role?
- What do you think about the work you did this year?
- What’s been your biggest obstacle in performing your job this year?
- What can I do to help you reach your personal goals next year?
This isn’t about “handling” someone differently—it’s about genuinely trying to understand the employee’s current role.
For employees with disabilities, it can be challenging to bring up these conversations yourself, especially if you feel your needs might be viewed as an inconvenience. Being open to dialogue shows you’re ready to collaborate with your manager to invest in your success.
3. Keep Biases in Check
We all have biases that we need to acknowledge and actively counter. When reviewing an employee with a disability, their disability must not define their performance. Focus on their actual achievements, areas of growth, and contributions to the team—just like you would for any other employee.
If you’re not sure how to check your bias, ask yourself:
- Would I be making this same assessment if this person didn’t have a disability?
- Am I focusing on the person’s work, or am I letting my assumptions about their disability cloud my judgment?
Consciously challenging these thoughts helps ensure a fair and objective performance review process.
4. Develop Actionable Feedback
It’s not enough to say, “You need to improve in this area.” Managers must provide clear, specific steps for how the employees can grow.
For example, if an employee struggles with time management due to their condition, suggesting a time-management course might not be helpful. Instead, work with them to identify tools or adjustments that align with their unique needs. Perhaps it’s a matter of providing additional support or tweaking their workload to better match their abilities.
The goal is to offer feedback, not just to point out what went wrong but also to equip the employees with the tools and support they need to improve.
5. Make It a Year-Round Conversation
Did you know that providing consistent feedback to team members increases employee engagement by three times?³ Regular check-in allows managers to fine-tune support and ensure employees get what they need to succeed.
If you’re a manager saving all your feedback for the end of the year, you’re setting yourself (and your employees) up for a tough time. No one wants to hear about something they could’ve improved months ago.
If you’re an employee being reviewed, don’t wait for your year-end review to receive feedback. Proactively seek feedback on your performance throughout the year. This allows you to make corrections and ensures you and your manager are aligned on expectations.
And here’s the best part: no one has to feel blindsided when year-end reviews come around. Everyone already knows where they stand, what’s working, and what could be improved.
Let Galt Help!
At Galt, we specialize in disability hiring, helping candidates and employers navigate the job search journey easily. Whether you’re a candidate looking for a supportive and inclusive workplace or an employer ready to fill vacancies with well-vetted, qualified candidates, we’ve got you covered.
Explore our career page for opportunities, or contact us for personalized assistance finding the right match.
References
1. “Survey: Performance Reviews Drive One in Four Millennials to Search for a New Job or Call in Sick” Trinet, 27 Oct. 2015, www.trinet.com/about-us/news-press/press-releases/survey-performance-reviews-drive-one-in-four-millennials-to-search-for-a-new-job-or-call-in-sick.
2. “Applying Performance and Conduct Standards to Employees With Disabilities.” US EEOC, 3 Sept. 2008, www.eeoc.gov/laws/guidance/applying-performance-and-conduct-standards-employees-disabilities.
3. Sutton, Robert and Wigert, Ben. “More Harm Than Good: The Truth About Performance Reviews.” Gallup.com, 6 May 2019, www.gallup.com/workplace/249332/harm-good-truth-performance-reviews.aspx.
