Talent Management — “Killer Performance Reviews”

In this context, “Killer” is a good thing!

In the last related posting, April 9, 2018, the blog discussed Pay for Performance. That would prompt a specific discussion on the actual “performance Review”.

A simple description of a “Killer Performance Review”:  No surprises, both manager and employee are prepared, and both are satisfied or at least understand the outcome.Jump through hoops

It is very difficult to have a meaningful performance review if objectives were not established forming the basis for measurement over the period covered by the review.  So, the steps in the process might look like:  Establishing Objectives – Interim check points — on the spot recognition or assistance – the performance review itself.

Objectives should be Specific, Measurable, Achievable, Relevant, Timely, commonly known as SMART objectives.  The manager should communicate the department objectives.  The employee should draft the objectives with the manager scheduling a meeting to review the draft and discuss necessary adjustments. Both need to agree on the final set of objectives.

Interim check points: manager assesses if all is well with progress against objectives; as little as 30 minutes.  It is the employee’s responsibility to make sure the work is getting done.

On the spot recognition or assistance: encourage employee when it is clear progress is being made; provide assistance when it is apparent there are issues accomplishing objectives.

Performance Review:  dedicated time for manager and employee to discuss degree of accomplishment of established objectives.

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(Haag receives an all time low performance evaluation)

Manager role:  sponsor the process, communicate schedule for discussing objectives and performance reviews, encouragement, and assist with removing barriers as necessary to get the work done.  Utilize the final review as a basis for compensation and planning of training and development actions to support performance and career path.

It is important that training and development planning and discussion is separate from the performance review.

Employee role:  do the work, recognize barriers and make manager aware, ask questions, obtain clarification as necessary, provide updates, ownership of work, generate drafts of objectives and in the final report of related accomplishments (sets stage for performance review.

It is to the employee’s advantage to issue a quarterly report highlighting progress against objectives.  There are several advantages:  Maintains focus on objectives, updates the boss, provides the boss a basis for reports to superiors which highlights the work of the department and the employee, is an opportunity to highlight exceptions and issues, makes preparation for the annual performance review a breeze !

The greatest barriers to making this process a success:

  • Poor time management (either or both – boss, employee)
  • Not setting objectives
  • Setting objectives that avoid the SMART specifications
  • Poor communications during the period
  • Changes in the management organization
  • Making significant changes in job content or objectives during the period (minor adjustments might be expected)
  • Poor leadership

***** S&E *****

 

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