As a consultant, I spend a lot of time working with the management teams of many great companies. Often times, when I inquire about the type of performance reviews they perform with their employees, I witness various expressions of pain on the faces of the managers.
It is obvious to me that the management staff sees the process of reviewing their employees’ performance as yet another time-consuming task they must complete. If they do the performance reviews at all, it usually is something that gets rushed through for the primary purpose of getting it done.
That is a shame!
Looking at it from the other side of the task, when I spend time speaking and interacting with my client’s employees, they crave feedback from their company. They truly want to know how they are doing. So, if they don’t get that performance review that has been promised to them multiple times (but still not done) or if they do get their performance review but it has a “rubber stamp” feel to it, they become frustrated with the whole process.
In previous articles, I’ve spoken about beginning the process of employee accountability by meeting with them to clearly go over your expectations of them. This is a perfect beginning for the performance review process.
Performance reviews don’t have to be an all-encompassing once-a-year cover-it-all type of event. And, although common, they don’t have to be attached to the employee’s pay review. If you’ve met with your employees to share certain specific objectives with them, begin by reviewing those objectives–be it weekly, monthly, quarterly or annually. As Nike says, “Just Do It”!!
You will find your employees actually looking forward to meeting with you. Especially if their performance is equal to, or greater than, the objectives you’ve established with them. Even when the employee’s performance is falling short of their established objectives, if you review their results with them and actually spend some time speaking with them to get their feedback on their own performance, you will more often than not find the employee to be engaged with you and thankful for your time spent with them.
Appreciative employees, engaged employees, and a culture of continued improvement. Surely these benefits are worthy of the time spent to make it happen. I encourage you to look beyond the “Task” nature of the employee performance reviews and turn them into something your employees will value.
Written by Jeff LaMott