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By Chris Prenkert, member at large, NTEA Generation
Next Steering Committee
Please note: The information provided in this article is
for general informational purposes only and should not be considered as
professional advice. Readers are encouraged to consult with human resources
professionals or legal advisors for specific guidance tailored to their
individual situations. The views expressed in this article are those of the
author and do not necessarily reflect the official policy or position of any
organization.
Whether you are a first-time leader or a seasoned
professional, it can be nerve-wracking to conduct performance reviews. They
often involve uncomfortable conversations, and many people tend to avoid them
completely. Below are some practices I’ve picked up over my career that have
helped me handle the process more effectively. I would like to emphasize that
these are my opinions, and the process evolves as I continue to solicit
feedback, learn and adjust.
No surprises
We all hear that
it’s important to check in regularly, and this practice is critical. When
having discussions with an employee during a performance review, avoid bringing
up criticism that has never been discussed before. It is very easy to get
caught by recency bias, but make sure the evaluation is fair and covers only the
designated timeframe.
One size does
not fit all
Employees
react to criticism in different ways. If you have not yet had the chance to do
so in your career, I strongly encourage you to take a behavioral assessment. I
feel this is a great tool for understanding your team, and there are several
options from which to choose. It’s also interesting to see how your personality
profile might be perceived by someone else. Remember, this evaluation is for you
to give feedback to your employee, so understanding how to make it the most
impactful for them is key.
Be honest
This seems like
a no-brainer, but it is harder in practice than it sounds. If an employee is
not meeting performance expectations, you need to clearly lay out the requirements
and where they are falling short. It’s important to be respectful, but don’t
gloss over key areas of underperformance for fear of hurting feelings. Have an
action plan for these, but this is a time for honest dialog.
Stick to
the schedule
We all have
schedules and fires that seem overwhelming sometimes, but this meeting time is
about your employee. If you constantly reschedule to fit in other tasks that
come up, it conveys to your employee that their conversation is less important
than other tasks. Set a time on your calendar and stick to it.
Choose
your words carefully
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Be clear and
concise in your messaging. This isn’t an essay with a specific word count, but
adding context behind your evaluation, whether good or bad, helps it resonate with
your employee. There are many tools available: I purchased a book for myself
and all of my direct leaders to assist in writing their reviews. If you are
setting goals, make sure they are SMART goals. Ask questions to ensure mutual
understanding of talking points. Do not assume everyone thinks the same way as
you.
What approach has helped you conduct performance
reviews? Share your thoughts in our LinkedIn group or Facebook group.
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