The goal of a performance review should be for managers and employees to reflect on past performance and set goals for the future. Clearly, these reviews seem to miss the mark. In a recent study conducted by Workhuman, less than half of employees surveyed said their managers were effective at assessing employee performance.
Findings from a Betterworks report on performance enablement indicated that just
about half said that their manager is helpful in their professional development. In the same report, a clear third said that their managers did not figure into their growth, while some 16% viewed
their managers as outright obstacles to their careers. Given this less than stellar data, the question becomes "Is it possible for managers to provide their employees with the kind of performance
appraisal that will be truly impactful and motivational?" The answer is yes. Here are some examples to help you as a manager deliver fair, objective and relevant annual reviews:
- Keep the performance review focused on quantitative and qualitative criteria, including adherence to company rules and standards, attendance, interpersonal skills, overall productivity, ability to meet goals and deadlines, problem-solving, and teamwork. Some companies will even have a consistent scoring system to rate employee performance. The review can be given face-to-face or in written form or both. The manager should prioritize the positive aspects of the employees' performance and offer concrete opportunities for improvement. The manager should provide concrete directions for how the employee can achieve their goals.
- Consider the frequency of these evaluations and decide whether they are frequent enough. Since these assessments are often used by management to determine promotions and raises, it is important for employees to know how they are doing before the annual conversation. It is only fair to provide the employee with feedback along the way so they can reassess their performance and, if necessary, make any changes to ensure they are successful. It will make the annual review less stressful since there have been check-ins throughout the year. The review should not have any surprises.
- Give the employee the opportunity to reflect on their own past performance in the form of self-appraisal. It is interesting to see how closely self-appraisals match your assessment as a manager. You do not want the conversation to be one-sided. Pay attention to the comments and concerns of the employee. You may learn what their professional goals are in terms of advancement within the company, desire for training, a good work-life balance situation or competitive compensation.
- Make sure to wrap up the meeting with an actionable individualized plan to encourage the employee's success. What does the employee need to grow professionally, and how will you help them get there?
- As hard as it may be, be direct and do not sugarcoat negative criticism. It benefits the employee to know where they stand and what they can do to improve their performance. You may want to provide the employee with a written improvement plan with quantifiable goals to be completed within a specified time period. As their manager, it is important for you to regularly schedule follow-up meetings to assess how well the employee is doing and if there is any improvement. If no improvement is shown, you can work with HR to take the steps necessary to separate the employee from the company.
An annual performance review should be an opportunity for assessing how successfully a team member has performed throughout the year. It is also a time for managers and their reports to look forward to a professional relationship with confidence and trust.