{"id":45274,"date":"2018-12-20T07:20:28","date_gmt":"2018-12-20T12:20:28","guid":{"rendered":"https:\/\/www.sogolytics.com\/blog\/?p=5051"},"modified":"2021-05-06T06:25:35","modified_gmt":"2021-05-06T10:25:35","slug":"improve-employee-performance-reviews-part-2","status":"publish","type":"post","link":"https:\/\/www.sogolytics.com\/blog\/improve-employee-performance-reviews-part-2\/","title":{"rendered":"How To Improve Your Performance Reviews: Part II"},"content":{"rendered":"

Wrapping up 2018 and heading into 2019, it’s the perfect time to reflect on employee performance reviews. In Part I, we started our review of the performance review<\/a>, and now we’re wrapping up our evaluation of evaluations!<\/p>\n

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#4: Stop dictating goals<\/b><\/h2>\n

This is the mothership. The kingpin of complaints against the paternalistic and outdated performance review: assigning goals <\/span>without consulting the employee<\/b>. <\/span><\/p>\n

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Only 30% of employees surveyed by Gallup <\/span>strongly agree that their manager involves them in goal setting<\/span><\/a>. The same report found that this 30% are 3.6x more likely to be engaged in their work and development compared to those with less-involved managers. <\/span><\/p>\n

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It comes back to making the performance review a conversation, not just an evaluation. Specific goals and targets – both personal and professional – should be developed and agreed upon by the employer and employee. Goal setting should also consider whether the expectations are fair given the time and resources available to the employee.<\/span><\/p>\n

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This cannot be decided without input from both sides. Goal setting is a natural time to discuss things like working hours, particular strengths and weaknesses, and level of engagement with work. It\u2019s a golden opportunity for employees to give their own suggestions on the work or direction undertaken by their team.<\/span><\/p>\n

So why do it? <\/span><\/h3>\n

Every one of your employees wants to contribute to goal-setting. It\u2019s their career — their personal and professional development at stake — and they deserve an input. Opening up the discussion will make employees feel more valued and their opinions more appreciated. Not only that, but you\u2019ll be able to select more realistic and useful goals with their input. <\/span><\/p>\n

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At the end of the day, that means better performance for your team and the business overall. <\/span><\/p>\n

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#5: Offer to invest in shortcomings<\/b><\/h2>\n

Historically, the performance review has been a tick box exercise where flaws were highlighted and punished with an \u2018out of five\u2019 score. Most staff find them uncomfortable and the reviewee is always on the defensive. <\/span><\/p>\n

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Clearly that\u2019s an issue.<\/span><\/p>\n

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Any performance review worth its salt will bring some weaknesses – personal or technical – to the fore. This is an essential part of the process. The issue is how to handle it. Some companies track poor performance in order to build an \u2018airtight case\u2019 to support an employee\u2019s dismissal. Not only is that short-sighted from the company\u2019s perspective, but it\u2019s disastrous for the mental wellbeing of the employee: they are <\/span>struggling<\/span><\/i> with some skills in the job, and have no platform for improving them. <\/span><\/p>\n

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During your performance <\/span>conversation<\/span><\/i>, you should take the time to discuss any shortcomings, weaker skills, or areas where you and the employee think they could improve. You can then suggest training courses and opportunities to address these skill gaps. <\/span><\/p>\n

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So why do it? <\/span><\/h3>\n

Employees will be reassured by your commitment to helping them. By making these offers to employees, you help motivate them to improve and at the end of the day, you\u2019re moulding a more valuable team member. <\/span><\/p>\n

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Throughout your review, just remember it\u2019s about the <\/span>next<\/span><\/i> 12 months just as much as the previous year. <\/span><\/p>\n

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#6: Ask the right questions<\/b><\/h2>\n

Every performance evaluation revolves around answering questions. A great <\/span>employee performance evaluation survey<\/span><\/a> is designed with questions which enable managers to provide actionable feedback on specific aspects of employees\u2019 work, including areas for improvement, additional training needs, areas of exceptional performance, and expectations of future performance.<\/span><\/p>\n

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Continuous feedback is pivotal for professional growth and the most useful feedback is derived from asking the most relevant questions. The most effective surveys will examine performance areas like productivity, adaptability and decision making as well as personal strengths and weaknesses.<\/span><\/p>\n

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Asking questions goes both ways, however: during the review it\u2019s imperative that the <\/span>employee<\/span><\/i> is given full scope to ask their own questions and voice their own concerns. We recommend booking out a long slot in a private meeting room so that time is not a factor that cramps critical conversations. <\/span><\/p>\n

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So why do it?<\/span><\/h3>\n

Feedback is only as good as the questions which generate it. From the employer\u2019s side, you need to make sure your surveys:<\/span><\/p>\n