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Posts Tagged ‘Annual Review’

• 24 Mar

  

  Posted by
  Michelle Ventrella

  
  

  Category

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  Performance Reviews

  2

  The science of managing personnel isn’t all that different than other sciences in one interesting sense: ideas that seemed safe and smart when introduced can, over time, reveal themselves to be less than ideal; even harmful. Take, for example, performance reviews.

  When performance reviews arrived onto the scene, they were embraced by managers for their promise to objectively evaluate performance, detect areas in need of improvement, and reward those who might otherwise have their contributions overlooked.   And for employees, they were excited by the promise of clear expectations, reliable feedback and linking performance to reward.

  Unfortunately however, for many, the love faded over time.  And these days, more often than not, among both managers and workers, performance reviews enjoy a legacy of eroding morale, confusing expectations, undermining standards, and with staggering irony, actually lowering performance.  I am always surprised  by how many managers and employees perceive the process – one that was really developed with their needs in mind – as something they ‘have’ to do as a matter of due process (read: because HR is nagging them).
  » Read the rest of the entry..

• 14 Jan

  

  Posted by
  Erik Bartz

  
  

  Category

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  Alternatives to the Big Annual Review

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  Annual performance reviews have gotten a bad rap for one reason or another, yet companies continue to do them.  They feel trapped, thinking its necessary, and because they don’t realize alternatives exist.  Fortunately some really good options do exist.  Lets start with my favorite.

  TouchBase by Rypple – This comes from a Toronto-based company that is all about making feedback really simple and fluid in the workplace.  They took their Rypple feedback tool, applied the redeeming values of ‘performance reviews’ and created TouchBase.  Its basically a one page worksheet a manager and employee spend 15 minutes filling in with 2-3 short-term tactical goals.  Then the employee works towards its completion, and of course uses Rypple to solicit feedback from their peers.  Then at set intervals, which might be weekly, monthly or quarterly, they discuss results and set new tactical goals for the period.

  This way everyone has a nice database essentially of a person’s achievements throughout the year.  Then you can just review the TouchBase worksheets for a year, and cut your annual ‘discussion’ down to 10 minutes.

  Quarterly chats – The worst mistake a manager can make it not providing negative or positive feedback to employees throughout the year.  Though I certainly recommend sharing your feedback right away, having a brief 15-30 minute conversation on a quarterly basis is a good way to provide timely feedback and have more meaningful conversation.  This idea has also been called the ‘puppy theory.’

  Break it down to a 1-page form of the essentials – There is nothing worse (for everyone involved really), than filling out pages and pages of questions, goal statements, and scores for how well you applied the company mission statement to your work.  Ick!  Decide what is really important to your company and focus on those key elements and how they play into each employee’s role.  “Keep it real” and genuine and the process will be a positive experience for all.

• 06 Jan

  

  Posted by
  Erik Bartz

  
  

  Category

  • Commentary

  5 Annual Review Tips for Managers

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  Managers, you are the key to the success or failure of the Annual Review process and by extension the success of your employees.  So it’s really important you understand a few fundamentals so you can make a positive impact at your company.

  1. Paper trail = Safety Net. When it comes time to dealing with a performance issue or a termination, good documentation is vital to substantiating a case. Without good, current documentation you are exposing the organization to the possibility of legal action by the employee, in the case of termination and/or undermining of the integrity of your performance management system, which will be perceived as arbitrary and unfair. Particularly in Canada, companies need proof to back up any actions.
  2. Be honest with people. If you have something difficult to say, say it.  Its way more important you tell employees the truth than lie to them about performance.  Remember that paper trial?  Failure to address performance issues is unfair to the employee, the employee’s co-workers and the organization. It also leaves the manager having to spend more time on continually addressing the aftermath of a poor performer. Employees need to know (and I would wager…want to know) how they are performing.  It is a key component to becoming a better employee.
  3. Provide feedback year round, don’t save up. If you have a folder of documents you’re saving up for the annual review and the employee doesn’t know about any of it – shame on you.  You’re doing a great disservice to your company and the employee.  Plus, younger employees tend to really appreciate regular, short feedback.
  4. Talk about the positive too. Annual Reviews are not just about problems or complaints, so make sure you talk about what is working.  If you only discuss negative issues with an employee you intend to keep, its going to be tremendously de-motivating.
  5. Don’t compare employees. For example, “If only you did reports like Jim does.”  The performance review is for the benefit of the employee and not anyone else.  There should be no comparisons or discussions about other employee’s performance. This is one of the fastest ways for a manager to lose the trust and support of the employee. The employee can justifiably assume that the manager has breached confidentiality.

  Next up in for our series of annual review posts, we’ll discuss alternatives to the whole annual review process.

• 05 Jan

  

  Posted by
  Erik Bartz

  
  

  Category

  • Commentary

  6 Tips for a Better Annual Review

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  Its that time of year again when most companies – for better or worse – conduct their Annual Performance Reviews.   And though most HR professionals would happily tell you to do away with performance reviews and instead focus on performance management, we know plenty of businesses will be conducting this process much to everyone’s chagrin.  In light of this, we bring you our 5 Steps for a Better Annual Process:

  1. Make sure its relevant to the company’s goals: And make sure you’ve communicated those goals to your employees.  Like Nathaniel at Rypple says, “How can an employee be productive if she doesn’t know where to focus her efforts? Clearly defined company goals increases motivation and engagement.“
  2. Keep it Simple Silly: I don’t know how many annual review worksheets I’ve filled out that seemingly went on and on and kept asking slight variations of the same questions.  Its poorly executed performance reviews that have dragged the whole process down, and resulted in books like “Perfect Phrases for Performance Reviews“  (Please don’t purchase it)
  3. Go all electronic on the cheap; use Google Docs, Wufoo, Survey Monkey to collect data.  Save yourself a papercut or two and put your worksheets online.  You can use a number of online tools for free or cheap and the tools are pretty easy to work with.
  4. Train the managers so they understand why its important, and be consistent with ratings. Nothing kills the process faster than a manager who doesn’t provide good feedback – like using that book I won’t mention again.  Talk to your managers, and make sure to discuss scoring so everyone is consistent.
  5. Consider a platform provider: Companies like Halogen have put together very dynamic performance review platforms so you can build all the forms online, do the review process, and run all the calculations in a streamlined process.  Its not right for every company, but might be a good fit for you.
  6. Set achievable goals: too often we set “wishful thinking” goals for staff during the performance review – use real numbers and metrics and only set goals for things an employee can positively impact without tripping over 10 stumbling blocks along the way.  Don’t leave the door open for excuses by setting a goal around a business activity that is fraught with broken systems and processes – it is not only a waste of time but incredibly de-motivating for your employee.

  We have two more posts coming this week about the annual performance review; including tips for managers, and some smart alternatives to the whole process.