The mere thought of performance reviews is about as appealing as a visit to the DMV. Managers typically resent the disruption in workflow caused by preparations, and the meetings themselves. Employees feel stress and dread leading up to reviews, even when they know they are performing well.
Two parties are involved and neither one generally appreciates the process. Are performance reviews destined to become an office relic that we’ll remember like ashtrays in the office? We did that?
No, not at all. Performance reviews are something we should continue—at least annually and preferably bi-annually. But they need not be a source of stress and strain. They can actually help to promote a better working relationship between manager and employee, and they can lead to faster attainment of common goals. More importantly, they can be appreciated for these benefits by both parties when the following suggestions are implemented:
Hand out “self-appraisals,” but call them something… anything else.
The term “self-appraisal” creates unnecessary discomfort and pressure. It causes people to consider the problems they will have calibrating their responses before they even begin. Substitute “employee review” or something similarly non-intimidating as the term you use for the forms your employee will fill out before their review.
Scratch the positive, negative, positive formula.
Formulas for motivating people only work until they are recognized as formulas. Then they backfire, costing the manager credibility. It’s why good coaches in professional sports get fired routinely. Their proven formulas work until players sense insincerity. Forget formulas and address the positives and negatives as they arise, within the structure of the review.
You should also be careful that the negatives don’t come as a complete surprise. If they do, it’s a good indication that you haven’t been communicating with your employee effectively up until the review. You should always be immediate, direct, and specific with employee feedback throughout the year, and not just during performance reviews.
Save the money talk for a rainy day.
When performance reviews are intertwined with the specter of a discussion about raises, the tension rises and the room appears to darken. Employees may suspect that criticism is being used as leverage to keep salaries down, and they may argue about the assessment, rather than receiving it in a constructive spirit. Keep dispositions on both sides sunny by saving the money discussion for a salary review.
Like a Performer, End on a High Note
The closing statement in a presidential debate is the one undecided voters will sleep on, and the final song at a concert is the one you’ll be playing in your cranial jukebox when you wake up the next day. So take it from performers and focus on your finish. End the discussion with an optimistic look to the future. Talk about ways in which the upcoming year can be pivotal in the development of your employee’s skills, and about how the review will contribute to the employee’s career objectives.
When a performance review is properly conducted, everyone benefits. Most employers need only a few tweaks to make the experience more productive and enjoyable.