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Around this time of year, companies both large and small, who operate on a fiscal calendar year are in the midst of conducting annual performance reviews. If you are in a managerial or supervisory position, chances are that you are preparing the documentation to conduct these 1-1 evaluations with your staff. For a lot of people, this is perceived as a dreaded chore that MUST be done each year. Unfortunately, the level of effort and energy given towards this yearly exercise many times is not as good as it could be and should be, in large part, because of the mindset when starting this evaluation process.
The secret to conducting an effective performance review with your employees begins with these two steps:
- The right attitude about what this process is intended to accomplish
- Putting yourself in the place of the individual whom you are evaluating
For many supervisors, the concept is easier said than done. For this reason, there may need to be a "shift" in your thinking process when you begin to evaluate an individual's achievements against his or her performance objectives.
Remember the paperwork you are preparing is intended to HELP your team members understand what their strengths are and where they may have fallen short in order to improve their individual performances going forward. This should help you when you put yourself in their shoes. A few things to consider during this process are listed below.
- If evaluating a numerical performance objective, be specific with regards to the percentage of attainment, regardless if the person under achieved, over achieved, or was right on target.
- If evaluating a subjective goal, such as initiative, leadership or team player, provide solid examples of instances that demonstrate your team member's actions or inactions against that objective.
- If an objective, such as organizational effectiveness, is being measured for a person who has managerial responsibilities, and if it is appropriate, solicit input and examples from his / her peers regarding their feedback. This can be especailly effective when conducting the 1-1 review.
- Schedule a date and time in the near future to hold a subsequent 1-1 meeting to mutually develop an action plan to address any gaps in performance. Although many companies provide a quarterly guideline for reviewing performance, few companies adhere to it. By setting up a follow-up meeting date at the conclusion of an annual performance review, you will establish your commitment to that employee confirming your interest in helping him / her to be successful.
Best wishes,
Laura Morales |
