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Abstract

tter, did they give you a copy? A monthly scorecard serves as a snapshot and roadmap. It will also prevent surprises come annual review time.</li></ul>Performance management helps you buildThe idea is to guide. Associates stagnate if they do not get regular feedback. Ever hear the saying, you measure what you manage? It is an old saw which has grown in popularity over the years. Thank Peter Drucker and Edwards Demings for their insight.<ul><li>The monthly meeting makes a huge difference. Even if you are in a scrum every morning or the morning message and greeting is taking place, this is one on one with the boss.</li><li>Communication, trust, and sound advice can move an associate ahead in their career. Is the relationship with your boss suffering? This is the time to address what you think the issues are and what can be done to improve.</li><li>Metrics-driven organizations benefit by getting everyone on the same page. Once a year, a group of executives I am familiar with spend several days workshopping their upcoming year. Giant sheets of brown paper are posted on the wall. A deliverables page was hung for each month of the year. Small groups create swot boards issue by issue. Goals are set, and timelines are established. The executives know this is what they are accountable for the next year.</li></ul>A well thought out, carefully prepared performance review is invaluable.Companies love to say they do not have the resources or time to work through goal setting like this. Some say they are too big, too small, or reviews just aren’t that important.What to cover in a performance reviewSome companies give you a form to follow. It’s there to help everyone get the same review parameters, which is fair.If you have monthly meetings, this should be easier since you can go month by month and pull out strengths and weaknesses. Areas like teamwork, problem-solving, and quality of work can be addressed, have some examples of what you liked and didn’t like. Reinforce your points with specifics and include facts and figures.Delivering your review — strike a balancePeople sometimes become defensive during their annual review. True if the relationship is strained. If you have a weak point you want to address, wrap it in something positive. Alternate the good with areas to improve. It helps you get to the end without having your employee become angry or start crying. Don’t make it all good either, strike a balance.Details of the written reportMake sure you spell their name correctly. Make sure you pronounce their name correctly. If you do not know, simply ask the person to teach you the correct pronunciation. Reviewers don’t interact daily, and t

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he relationship may not be so tight. Pay attention to the reaction you are getting. Don’t hold back on negatives to make someone feel better.A performance review should be taken seriously. Do your best to earn trust and connect. Allow time for questions and discussion. Do not rush.If the employee refuses to sign the review at the end of the meeting, make a note. The associate refuses to sign this document as discussed and delivered on May 3rd, 2011, at 10:30 am. Take it to your HR or manager and have them initial it. This happens frequently. Don’t try to repair or hide it. Handle it correctly the first time.When the performance review breaks downUsually, performance reviews are written, delivered, and signed off by the closing date. A hard deadline that lets the larger strategy move to the next step. The next step involves entering stock awards, pay increases, and promotions.Here come the problems<ul><li>My evaluation was late so I did not get my raise on time.</li><li>I got my evaluation in the lunchroom, in front of everybody.</li><li>I have had three evaluations and two raises in 17 years.</li><li>My boss copied and pasted my review details from someone else’s review.</li><li>My name on my review form is my coworker. She didn’t notice until I said something.</li><li>I never had a face-to-face in 12 months since the boss said she was too busy. I was told how great I was doing and to keep it up. Now, during my review, I hear all about my weaknesses and how they outpace my strengths.</li><li>I sat down to get my annual review and was terminated during the meeting. The boss thanked me for my service, handed me a check, and security escorted me to the door. I had no idea. I thought I was going to get a raise!</li></ul>Don’t be so shocked. This happens all the time and even in larger organizations who should know better. Not much you can do. Maybe it is time to dust off the resume.Performance appraisals are here to stay. Like it or not, they are an important part of a company’s success. Evaluations are a constant in the life cycle of an employee. With so many different tools and approaches, there is always a new way to communicate how someone is doing on the job.*** *** Douglas Pilarski is a writer/journalist living in Portland. He covers luxury goods, lifestyle, exotic cars, CJ-CX, workplace issues, food, horology, and tech.sawyertms.com \ <a href="mailto:[email protected]">[email protected]</a> \ medium.com/@dpilarskiIG: sawyertms1 \ @realsawyertms \ @dpatlargeCopyright © 2020 AstonBell MediaAll rights reserved. *** ***</article></body>

Engage your Team

Performance Reviews that Matter

Companies gain when they can make evolutionary changes in the work performance of their team. Associates benefit from the feedback about the job they are doing.

It is a business imperative that performance management is grounded in trust, fairness, and open communication.

What is a performance review?

Whatever your company calls it, the review is a formal assessment of work performance over time. A performance review is given at regular intervals. The idea is to go into detail about strong points and weak points on the job. It is an opportunity to get on the same page, offer feedback, and set goals.

What if performance starts with the Board of Directors? Say the Board assigns metrics to the CEO. The CEO rolls their metrics out to the CXOs. The CXOs, in turn, roll them down to their Ps. The Ps cascade the metrics to their organizations, all the way to the trenches. Sounds complicated, and it is.

The benefit to the organization, and the shareholders, is now everyone is one the same page. The performance management essentials roll out and down the organization, then back up to the CEO, the Board, and shareholders. When executed well, it is a sight to behold.

Every performance management tool is different

An associate may be asked to write a self-assessment as part of the overall process. Great for the employee to bring up issues or set a future direction for their career at the company.

Bringing up issues is fine, but there needs to be a balance. It is a great tool to recognize a contribution. Remember, every person can add something unique and outstanding to the overall success of the company.

Review your situation and ask yourself the following

Did the employer set expectations? Did you get a position specification from your HR department or your direct supervisor? Did you cover it in detail, and were you able to ask questions? This sounds simple, but this step forms the basis for measurable job performance.
During your onboarding step, was future job performance addressed separately from the code of conduct. The nuts and bolts of working for your organization are measured on your evaluation.
Was I given a self-assessment form and plenty of lead time to complete and turn it in? Was it used during my face to face?
Did you have monthly facetime with your supervisor to discuss your most recent performance? Did the supervisor take notes, and even better, did they give you a copy? A monthly scorecard serves as a snapshot and roadmap. It will also prevent surprises come annual review time.

Performance management helps you build

The idea is to guide. Associates stagnate if they do not get regular feedback. Ever hear the saying, you measure what you manage? It is an old saw which has grown in popularity over the years. Thank Peter Drucker and Edwards Demings for their insight.

The monthly meeting makes a huge difference. Even if you are in a scrum every morning or the morning message and greeting is taking place, this is one on one with the boss.
Communication, trust, and sound advice can move an associate ahead in their career. Is the relationship with your boss suffering? This is the time to address what you think the issues are and what can be done to improve.
Metrics-driven organizations benefit by getting everyone on the same page. Once a year, a group of executives I am familiar with spend several days workshopping their upcoming year. Giant sheets of brown paper are posted on the wall. A deliverables page was hung for each month of the year. Small groups create swot boards issue by issue. Goals are set, and timelines are established. The executives know this is what they are accountable for the next year.

A well thought out, carefully prepared performance review is invaluable.

Companies love to say they do not have the resources or time to work through goal setting like this. Some say they are too big, too small, or reviews just aren’t that important.

What to cover in a performance review

Some companies give you a form to follow. It’s there to help everyone get the same review parameters, which is fair.

If you have monthly meetings, this should be easier since you can go month by month and pull out strengths and weaknesses. Areas like teamwork, problem-solving, and quality of work can be addressed, have some examples of what you liked and didn’t like. Reinforce your points with specifics and include facts and figures.

Delivering your review — strike a balance

People sometimes become defensive during their annual review. True if the relationship is strained. If you have a weak point you want to address, wrap it in something positive. Alternate the good with areas to improve. It helps you get to the end without having your employee become angry or start crying. Don’t make it all good either, strike a balance.

Details of the written report

Make sure you spell their name correctly. Make sure you pronounce their name correctly. If you do not know, simply ask the person to teach you the correct pronunciation. Reviewers don’t interact daily, and the relationship may not be so tight. Pay attention to the reaction you are getting. Don’t hold back on negatives to make someone feel better.

A performance review should be taken seriously. Do your best to earn trust and connect. Allow time for questions and discussion. Do not rush.

If the employee refuses to sign the review at the end of the meeting, make a note. The associate refuses to sign this document as discussed and delivered on May 3rd, 2011, at 10:30 am. Take it to your HR or manager and have them initial it. This happens frequently. Don’t try to repair or hide it. Handle it correctly the first time.

When the performance review breaks down

Usually, performance reviews are written, delivered, and signed off by the closing date. A hard deadline that lets the larger strategy move to the next step. The next step involves entering stock awards, pay increases, and promotions.

Here come the problems

My evaluation was late so I did not get my raise on time.
I got my evaluation in the lunchroom, in front of everybody.
I have had three evaluations and two raises in 17 years.
My boss copied and pasted my review details from someone else’s review.
My name on my review form is my coworker. She didn’t notice until I said something.
I never had a face-to-face in 12 months since the boss said she was too busy. I was told how great I was doing and to keep it up. Now, during my review, I hear all about my weaknesses and how they outpace my strengths.
I sat down to get my annual review and was terminated during the meeting. The boss thanked me for my service, handed me a check, and security escorted me to the door. I had no idea. I thought I was going to get a raise!

Don’t be so shocked. This happens all the time and even in larger organizations who should know better. Not much you can do. Maybe it is time to dust off the resume.

Performance appraisals are here to stay. Like it or not, they are an important part of a company’s success. Evaluations are a constant in the life cycle of an employee. With so many different tools and approaches, there is always a new way to communicate how someone is doing on the job.

*** *** ***

Douglas Pilarski is a writer/journalist living in Portland. He covers luxury goods, lifestyle, exotic cars, CJ-CX, workplace issues, food, horology, and tech.

sawyertms.com \\ [email protected] \\ medium.com/@dpilarski

IG: sawyertms1 \\ @realsawyertms \\ @dpatlarge

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