Employees crave feedback on their performance, especially recognition for a job well done. Why is it then, that most of us are apprehensive about the performance review process?

Performance Surprise!

One of the concerns about performance review is that it might not be much of a review – it may be more of a performance surprise meeting. For the manager that does not share regular feedback with individuals, there isn’t much to review, so any feedback whether positive or negative becomes surprising – which makes it difficult to talk about.

Compensation Impact

Another reason for discomfort is the direct link we make between the performance review and compensation. This is a difficult one to avoid, since we know that our performance will affect the size of any merit increase. Preferably, there should be a separation between the performance discussion and the salary review, even if they are held during the same meeting.

Complicated Systems

Some systems are too complicated with numerical calculations and ratings. This allows managers to hide behind the system and avoid openly discussing performance. It can be frustrating for employees who focus on the score and not the performance behind the numbers.

Lack of Standards or Consistency

The manager who is “too easy” and gives everyone high ratings, or “too hard” and rates everyone too low often causes conflict when their standards conflict with other managers. The problem is a lack of consistency in defining the standard of what is “fully meeting expectations”. Managers should set high expectations that are an accomplishment to attain, rather than setting the bar low and giving everyone ratings that exceed or greatly exceed expectations.

Helping Managers Conduct Effective Performance Reviews

• Provide training and insist that managers get comfortable regularly sharing performance feedback with individuals on their team. This does not mean scheduling a formal discussion every month – it means letting their people know how they are doing on a frequent, informal basis.
• Managers should keep a log book where they note performance highlights throughout the year. This makes it easy to prepare for the review because the notes are complete. In addition, items worth noting in the log are worth mentioning to the employee – again to avoid new information coming out during the review.
• Develop a less complicated performance review system that allows managers to give more in-depth feedback on performance, and allows greater employee input about their performance.
• Provide training on objective setting, managing the performance discussion, handling defensive employees and getting commitments to future performance enhancement.
• Hold managers accountable for effective performance feedback both in review meetings and also on a regular basis.

Helping Employees Get Prepared for the Performance Review

• Give a briefing session to employees describing the performance review process
• Give employees a chance to reflect on and document their accomplishments and areas for future development
• Have employees develop objectives for performance improvement
• Provide coaching on how to effectively participate in the performance review process

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