The Mystery of Job Performance Reviews

Fri, 11. August 2017

Job performance reviews can align your employees around company’s goal, as well as offering constructive and helpful feedback to employees or even managers if they are done properly. Unfortunately, the majority of today’s performance reviews are not performed as effective as they could be. Based on 2017 Employee Engagement Report, 79% of employees don’t think their organization’s review processes are all that good to begin with. Performance reviews should be done effectively in the hope to drive company to success.


Here are the 6 tips for you to conduct an effective performance review into your business:


1. Annual Performance Review


A company should conduct a performance review annually. It is the perfect time to gather all employees from the team together to have a career growth discussion. An annual performance review is the most formal review being carried out every year, discussing expectations and accomplishments of the employees. It is also important for managers to set goals from the beginning, so that employees’ performance can be measured accurately and fairly based on the objectives set.


2. Ask for Repetition During Meetings


A research stated that most healthy teenagers and adults are unable to sustain attention on one thing for more than 20 minutes at a time.  Employees have a high possibility of losing the focus when there is a performance review meeting. Although they can choose repeatedly to re-focus on the issue of the meeting, they can miss out the discussed contents. Therefore, an effective job performance review must be done by asking for repetition, not just asking for a “YES”, but asking for contents’ repetition can ensure their understanding.


3. Create an Action Plan


After conducting performance review meetings with employees, managers should create an action plan with them, where both parties agree on what to achieve and improve for the following year. A good tip to keep in mind is to involve employee’s career goals, so that they are more motivated toward achieving them. After creating an action plan for them, make sure that managers offer the needed help to them to achieve the tasks on the action plan.


4. Take Notes During Meetings


As time passes, people forget things from time to time. So, make sure to take notes of everything discussed in the meeting. It is an important and often necessary task that needs to be done during the meetings. The notes act as a measuring stick, where it not only acts as a useful review document, but also provide valuable information to those team members who are not able to attend the meeting. And be sure to email your employees to ensure everyone understands the things being discussed and are on the right track.


5. Real-Time Feedback


The talent management world is embracing a real-time approach, particularly when it comes to employee engagement and performance data. The annual performance review is not enough in this ever-changing world. If you are aware of today’s news, we are constantly seeing major companies announcing that they are dumping their old performance management systems for a more agile solutions. Deloitte, Adobe, Microsoft and Gap are just few big names that have upgraded their people management process based on real-time feedback. A time frame of giving feedback is important. It is better for managers to give feedback to employees that is as near as possible to the real time. The nearer it is to real-time, the more accurate is the information.


6. Required Signatures


Performance review should require a combined signature of employees, employee’s supervisor and the supervisor’s supervisor to ensure the consistency and fairness. Fast Company reports that 74% of younger workers leave review meetings unsure about what their managers think of their performance. As a result, performance review forms should not be accepted until all three signatures are included. (This provision does not apply to the president, vice presidents and other executive-level supervisors who report directly to the president, chancellors and vice chancellors)



Author: Janice Chan

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