Please note: The information provided in this article is for general informational purposes only and should not be considered as professional advice. Readers are encouraged to consult with human resources professionals or legal advisors for specific guidance tailored to their individual situations. The views expressed in this article are those of the author and do not necessarily reflect the official policy or position of any organization.
Whether you are a first-time leader or a seasoned professional, it can be nerve-wracking to conduct performance reviews. They often involve uncomfortable conversations, and many people tend to avoid them completely. Below are some practices I’ve picked up over my career that have helped me handle the process more effectively. I would like to emphasize that these are my opinions, and the process evolves as I continue to solicit feedback, learn and adjust.
No surprises
We all hear that it’s important to check in regularly, and this practice is critical. When having discussions with an employee during a performance review, avoid bringing up criticism that has never been discussed before. It is very easy to get caught by recency bias, but make sure the evaluation is fair and covers only the designated timeframe.
One size does not fit all
Employees react to criticism in different ways. If you have not yet had the chance to do so in your career, I strongly encourage you to take a behavioral assessment. I feel this is a great tool for understanding your team, and there are several options from which to choose. It’s also interesting to see how your personality profile might be perceived by someone else. Remember, this evaluation is for you to give feedback to your employee, so understanding how to make it the most impactful for them is key.
Be honest
This seems like a no-brainer, but it is harder in practice than it sounds. If an employee is not meeting performance expectations, you need to clearly lay out the requirements and where they are falling short. It’s important to be respectful, but don’t gloss over key areas of underperformance for fear of hurting feelings. Have an action plan for these, but this is a time for honest dialog.
Stick to the schedule
We all have schedules and fires that seem overwhelming sometimes, but this meeting time is about your employee. If you constantly reschedule to fit in other tasks that come up, it conveys to your employee that their conversation is less important than other tasks. Set a time on your calendar and stick to it.
Choose your words carefully
Be clear and concise in your messaging. This isn’t an essay with a specific word count, but adding context behind your evaluation, whether good or bad, helps it resonate with your employee. There are many tools available: I purchased a book for myself and all of my direct leaders to assist in writing their reviews. If you are setting goals, make sure they are SMART goals. Ask questions to ensure mutual understanding of talking points. Do not assume everyone thinks the same way as you.
What approach has helped you conduct performance reviews? Share your thoughts in our LinkedIn group or Facebook group.