Do those three words cause your heart to race, a smile to creep across your face, or a panicked look at your calendar as you search for time to prepare? Well, either by luck or remarkable planning, I am scheduled to have my annual performance review later today and I have experienced all three in the last few days.
When you cut through all the information and opinions from the hundreds of articles, blogs, consulting firms, books, processes, procedures and policies on performance reviews you end up with two elements; the process and the people or human interaction. The process is usually determined by your institution, but you, the leader, can determine the quality of the human interaction with your team member. And a recent study by the Gallop organization indicates that the human interaction is what actually drives employee performance and the effectiveness of the performance review, not the process and forms!
The study found the following four managerial actions made a significant difference in the effectiveness of any performance review process:
- Clearly communicating performance standards and what good performance looks like
- Focusing on employee strengths rather than weaknesses
- Emphasizing that the purpose of the review is to support and aid their development and success, not just an HR requirement
- Communicating performance expectations throughout the year, not just at the annual review
Other tips that focus on the people or human interaction element include:
- Make it a two-way conversation by starting with an open-ended question
- Over the past year, what accomplishments are you most proud of, and why?
- Describe how your work supported the mission of the college or of your department/office.
- Keep your feedback:
And a final general rule of thumb that I have found helpful is to balance the focus of the review to:
- 10% on the past year
- 30% on the current expectations and needs of the department, team and institution
- 60% on the goals, expectations and development over the next year
As I said earlier, today is my review and I am looking forward to a genuine two-way conversation with my manager, Anita. She demonstrates the importance of the human interaction and I always walk out of her office fully engaged and with a clear picture of the year ahead and how I can succeed!
Let us know what good ideas or tips you have used to improve the quality of the human interaction in your performance reviews.