PERFORMANCE REVIEWS - ARE THEY A WASTE OF TIME?

 I get this question a lot - do we really need to do performance reviews?  Do we really need to go through this very lengthy process of giving feedback?  Does anyone really care about performance reviews?

The answer a resounding "it depends."


Performance reviews serve the purpose of providing a formal process in which to deliver feedback.  This is done for many reasons, a few of which follow:


1.  To force leaders to deliver feedback to employees.


2.  To provide a process so employees are aware of their performance expectations and limitations.


3.  To provide a process to determine merit increases (pay for performance).


4.  To document poor performance (terminations, lay-offs, litigation).


5.  To force clear communication at least once a year (or even twice).


That probably isn't an all-inclusive list but you get the idea.  Now, back to my response - "it depends."

If your leaders are very good at routinely giving feedback (both positive and negative), consistently sit down and have one-on-one conversations with their employees, clearly articulate their expectations and goals, and address and document poor performance in a timely and consistent manner, that would cover all the items listed above except the pay.  There are all sorts of different ways to provide monetary rewards to employees and much would depend on the size of your organization and the budget available.

The reality is most leaders are not necessarily good communicators.  Implementing a performance review process doesn't guarantee they will become good communicators but it does increase the odds.  Most people have been the recipient of the poorly delivered performance review and we all know that is no more effective than not having a review at all.  A performance review process simply increases the odds.  It will only be as effective as the reviewer.  It is your job as a leader to put the time, energy, and thought into the review that ensures it is effective.

Help! I Have To Deliver My First Performance Review

It is that time of year again - the end of the year and time for the dreaded performance review season.  Some organizations do an amazing job at providing very detailed instructions regarding the "discussion."  Other organizations . . . . not so much.  Unfortunately, it often ends up like many of the Dilbert cartoons.  For those of you that are new to the leadership role or just don't feel confident with those dreaded employee meetings - this article is for you.  

What is the Purpose of a Performance Review Anyway?

Performance Reviews are simply a documented feedback process.  It's an opportunity for you to have a formal conversation with an employee regarding their specific performance and opportunity for improvement.  To alleviate some of the fears you may be having just remember to have a heart for their success.  Regardless of whether the employee is a top performer, your worst nightmare, or your average "Steady Eddy," as their leader, your heart should be for their success.  Philosophically speaking, if your job is to lead others, if they fail then really you fail don't you? 

Clearly Articulate Your Expectations

One thing I learned long ago that re-framed my perspective is "others don't necessarily think like I think (thank goodness!) and they can't read my mind (probably another thank goodness!)."  The performance review meeting is an opportunity for you to clearly articulate your expectations of your employee. Leaders often have the mis-perception their employees know what they think of them and how they are doing.  Newsflash - they can't read your mind.  

Some performance reviews are easy so I'm guessing if you are reading this it's not because you are concerned about the easy ones.  The easy ones are the those with your top performers.  You have nothing but glowing remarks to give them and you wish you had ten more employees just like them.  Be thankful for those employees and make sure you still provide them with opportunities to improve so they don't become complacent.  I'll talk about development in a different post but be sure you pay attention to your top performers.  

Reviewing Your Low Performers
As for the low performers and difficult employees - let me reiterate,

"have a heart for their success."  

Clear, Concise, and Direct Feedback
They may not be performing well right now and your primary objective is to fix that.  This is where leadership becomes difficult.  If we all had nothing but great employees what fun would that be?  Your job with the difficult employee is to provide them very specific feedback regarding your expectations and the behaviors that need to change.  The word "behavior" is key here.  It is imperative you break down what is happening into very specific behaviors.  For example, "your unapproachable" is vague.  The fact that I don't make eye contact with others, don't say "good morning" when passing my colleagues in the hall, and make no contributions during meetings outlines specific behaviors that I can change.  Too many leaders are vague when delivering feedback and the employee doesn't know what they need to do differently.  Just because you have an idea in your head regarding what "unapproachable" means, maybe I don't have the same idea.  And more importantly maybe I never knew it was a job requirement.  I'll be writing some different posts regarding how to handle specific behaviors and even how to handle specific emotions with an employee during the review or during any other time but for now, let me just give you a few tips (the cliff notes version if you will).

Meeting Tips

1.  Have a heart for the employee's success.

2.  Focus on behaviors that need to change.  This is important.  It's not about changing them as an individual, it's about specific behaviors.

3.  Schedule the meeting in advance so the employee can prepare mentally and emotionally.

4.  Provide clear and concise feedback.  Don't beat around the bush, especially with the difficult employee.  They are not likely to read between the lines and they should never walk out of this meeting unsure of the feedback.

5.  Avoid using the sandwich technique (sandwiching the bad feedback between two good comments).  They know what you are doing.  

6.  Make sure you have this meeting in a private location.  In the world of cube land it seems nothing is confidential.  This is not a public meaning.  

7.  Regardless of the situation, treat the employee with respect at all times (even if they don't treat your the same way).  

8.  Anticipate the reaction and prepare accordingly.  If you know "Sally" has a tendency to blow up, anticipate that and prepare for how you will handle it.  

9.  Allow them time to react to the feedback.  This may take a few minutes or it may mean you need to follow up the next day.  

10.  Be professional at all times.  Take the high road here.  When "Robert" blames you for his inability to meet production requirements and/or threatens to go to your boss with his issues, that's when your leadership becomes even more important.  Remain calm, professional, and in control of the conversation.  Don't allow an employee to divert you away from the task at hand.  

11.  Thank them.  Regardless of the outcome of the meeting, thank them for their time, work effort, and their contribution to the team.  Thanking someone is just common courtesy and your employee's will appreciate it.  

If I could encourage leaders to learn more in any one single area it would be the area of communication.  Learn to communicate effectively.  Learn how to articulate your message.  Ask people for feedback regarding your communication.  Learn how to read non-verbal and verbal cues.  Mastering the art of effective communication will take you far in your leadership journey.