Even if an employee doesn’t need to focus on performance improvement, they should still have goals to aim for. Goal setting is an important part of a performance review. The employee clearly is capable of producing accurate work, so point that out. For example, an employee whose reports are riddled with statistical errors may have successfully designed a complex computer model. Remind employees that they can apply their strengths to their weaknesses. If you have a list of performance problems to address, be sure to insert some positive comments along the way.Įmphasize potential. Show your commitment by helping your staffer obtain training, resources, or other assistance to reach performance goals.Īlternate negative and positive comments. Agree on a method for improving performance in the short run, and establish some options in case the first method proves ineffective. During the meeting, the employee may suggest additional solutions. Your review preparation should have included a plan for helping the employee improve performance. If necessary, refer to the employee’s job description to confirm the responsibilities associated with the position.ĭevelop a plan for improvement. If the employee challenges the validity of a standard, calmly state your reasons for requiring it, and gently steer the conversation back to the reasons the person didn’t comply. Your employee should already know the standards you expect, so don’t spend a lot of time discussing them. Focus on the employee’s results and behavior in specific, nonjudgmental terms. Use the following framework to discuss each problem:ĭescribe the performance problem. Don’t bring up a new problem until you’ve thoroughly discussed the current one. Address each problem individually, cite specific examples and let the employee respond. Start by discussing any problems you’ve observed with the employee’s performance. Make it clear that you don’t expect to do all the talking. By the same token, don’t make light of the review process or give the impression that you are just “going through the motions.” Emphasize that this meeting is important and you want it to be productive.Īt the beginning, provide an overview of the points you want to discuss with the employee. False intimacy may increase the employee’s discomfort and destroy the meeting’s businesslike tone. Help the employee feel at ease from the outset. Hold calls or forward them to voice mail. Eliminate as many interruptions as possible. If you must use your office for the review, come out from behind your desk. Place your paperwork near at hand, but not directly in front of you. Create an environment that supports discussion, cooperation, and negotiation. You may not need the full period, but it’s better to schedule too much time than too little.Ītmosphere. Dedicate two uninterrupted hours to the discussion. Try not to hold reviews on a Friday afternoon, especially if you plan to discuss serious performance problems.ĭuration. Don’t squeeze in a review between two other meetings or before lunch. Ask the employee if the time you’ve chosen is convenient, and be ready to change if he or she seems hesitant. Avoid meeting during busy or stressful times for the employee. Be sure that it is a private area where you can hold a one-on-one conversation with the team member. If you can’t find a neutral room, use another manager’s office, preferably one with a casual seating area. Like any strategic planning meeting, hold your review in a private, neutral environment. You can help reduce the tensions by choosing the right time, place, and surroundings: Go in ready to talk, listen and recharge your relationship.Įmployee performance reviews are emotionally charged events. Instead, look at it as a routine checkup. You can gain valuable insights from your direct reports, and you have information and experience that can help bring out their best.ĭon’t consider the review a critique of the staff member’s duties. The key is to go into the review meeting fully prepared and with the right attitude.Īpproach the evaluation as a mutual learning experience for you and the employee. It can be a productive, enlightening, and morale-boosting exchange. But the session doesn’t have to be tense or uncomfortable. Sitting down with an employee to conduct the appraisal review is the part of performance reviews most managers dread.
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