101: Doing performance reviews
What if your employees gave you a performance review on the way you conduct performance reviews? How would you fare? Do you dread these intended-to-be regular sit-down sessions? Or are employee reviews a task that's put off, and if done, conducted quickly without thoughtful preparation? Here are three tips that can help ease your perspective on conducting performance reviews:
Consider the self-review. Part of why managers dread performance reviews is because providing honest feedback to an employee can cause conflict. But what if they rate themselves on how they've been doing at work? “You'll find (more than likely) that they're harder on themselves than you'd ever be,” says an article at BusinessManagementDaily.com. It can also be a helpful way to put managers in less of a disciplinarian role and serve more as career coaches.
Keep them learning and engaged. One of the ways managers can do this, says an article at Entrepreneur.com, is to catch employees “doing things right.” “The whole organization interacting with each other and picking each other up … This is a motivating environment,” the article states, quoting coach Dan S. Kennedy. Kennedy also suggests calling reviews “personal development interviews,” and holding them monthly, if not every two weeks. “Sandwich the corrective action between positive reinforcement … you'll see improvement.”
Termination should not be a surprise. Eric Jackson at Forbes.com said workers who are being fired for performance should never be shocked. “A little heads-up would have been nice so I could have tried to improve in that area,” said one person I know who went through this experience. It's imperative that supervisors communicate if an employee is not meeting expectations. Years of glowing reviews should never be followed by a sudden termination.
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