Hate is a very strong word but sometimes it’s a fair word… especially when applied to performance reviews. The thought of spending valuable agency and employee time on something that adds nothing to the bottom line, and also has the potential to ignite conflict can send even the strongest-minded agency manager running in the opposite direction. The question is not, “Who hates doing or receiving performance reviews?” The question is “Who doesn’t?”
Certainly some of you have managed to make this a bearable, useful, even somewhat pleasant process. And we all know that it’s necessary to touch base regularly and let people know how they are doing. But how can this process be made less tiresome, treacherous and… cringeworthy?
Do more reviews – Review your people regularly, on a set schedule and it will get much easier. As with any other skill, practice makes perfect. Reviews are often awkward because we just don’t do very many of them. When you have the process down, a lot of the discomfort goes away. Instead of a formalized chore, it becomes more like a conversation. You know what to say, what to ask, and what questions to avoid. Doing them annually is a must; we recommend at the end of three months, and again at six months for new people.
Be proactive – Don’t wait until “stuff” happens. Often, we only do reviews when there is trouble brewing. This is a bad idea. Sometimes, it’s unavoidable, when issues seem to crop up out of nowhere. But, if you take the time to sit down with your people regularly, you are more likely to see issues coming. Seize the moment to speak with people informally whenever you get the chance. Ask how things are going, and leave the door open for them to speak with you whenever problems or questions arise.
Have your employees fill in their own review form, using the same form as you, and discuss the differences, perceptual or otherwise, in the results. If the results are the same, this is great. If they diverge in certain areas, focus on those areas. Make sure you take time to go over their self-review before you meet. Find sample forms in our forms library under Human Resources.
Have a script to cover areas that may be slightly outside the review form. A short, outlined script helps especially if you have to discuss gaps in performance, or other touchy issues. A script will help you stick to the facts, and keep emotions to a minimum.
Keep the tone light and cordial. No one liked going to the “principal’s office” when they were in grade school. Remember that you may well be that principal, too. Don’t sternly look over your glasses and don’t “label” your staff members as problem children (even if they are).
Take the informal approach. Find a comfortable place to sit (not facing each other over your desk), make sure you each have a cup of coffee, some paper and pens… trust me, informal is better.
Stay out of the red zone. You know the red zone items: all of those questions and discussion points you need to avoid when hiring someone. Avoid them like the plague during the review process. You know “Gee, your performance is not what it was, and you seem to be sick frequently. You seem unmotivated. What’s with your attitude?” ’Nuff said.
Hold small group/department review meetings on a monthly or bi-monthly basis to iron out issues. Go to lunch or order in, and just chat about work in a low key way. Many issues that crop up during the review process begin as “group dynamic” issues. Someone may be always a bit late for deadlines, holding up the whole group without being completely aware of their own impact. Someone else may have temperament/relationship issues with another group member that is causing environmental “toxicity.” If handled properly, you can clear the air with a whole group at one time. This helps to avoid the dreaded “secret meeting syndrome” where people run in and out of your office talking about each other.
Agency culture is a part of the process. It’s important to approach reviews as a time for learning and training, rather than a time to render judgment upon the employee. Review time can be a key reinforcer of a positive (or negative) agency culture. Again, focus on maintaining an open two-way dialog, instead of a “telling” tone.
Tie reviews to goal-setting and career planning
Think about how employee improvement can be tied to the employee’s desire to grow, and make sure their growth aids the agency in reaching its goals. Remember to make short-term goals concrete (with specific assignments and dates), and set a date to review and update longer-term goals. Growing the agency by helping employees grow may be the smartest strategy you can embed in the employee review process.
In the end, it’s all about keeping your people productive, creative, and happy... not worried and stressed about a review process. Improving the comfort level around the process, and making it a true dialog instead of an awkward, one-sided exercise will make reviews more effective… and perhaps even rewarding.
