Performance Inspiration vs Management

Volunteer Interviewers

Performance Inspiration vs Management

Often many HR professionals, people managers, and employees face the annual performance review process with feelings of dread and frustration. That doesn’t have to be the case with the right focus, planning and support.

With a focus on creating a safe, open and productive environment for the performance review, the review process can be a great opportunity to align personal goals, company goals and performance goals and how each player can support each other.

What’s Important for Success?

  • Executive support of timely evaluations
  • Insist that company leaders show support through words and actions
  • Unlike birthdays…surprises are not a recipe for success or trust within an organization
  • Spend 20% of the review discussion on what has happened and 80% focusing on the future and how it ties to the success of the person and the organization
  • BE PREPARED. Both parties need to participate to make the review process worthwhile

Best Practices for Performance Reviews

  • Having informal reviews throughout the year will support a great annual review process (there should be no negative surprises at an annual review)
  • Define clear, measurable goals ahead of time and then adjust with the employee
  • Be able to speak to accomplishment or areas of expertise
  • Provide feedback on things the employee can change, rather than on personality traits
  • When giving negative feedback, avoid judgments and focus on specific incidents

Pitfalls to Avoid

  • Personal relationships that influence the review
  • Feedback that is vague (it should be strong, to the point, with examples)
  • Weighting recent performance or one project too heavily. Managers should take notes throughout the year about employee performance to ensure the review reflects results from the entire period
  • Holding performance reviews and pay increase conversations at the same time
  • Rating everyone above average – everyone is not created equal and each employee is generally at a different state of their career or development with a company
  • Establishing vague goals for the upcoming year
  • NOT reviewing those goals periodically throughout the year

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