Engaged! Tip#7 – Powerful Performance Reviews
Create a Positive Climate
To help the employee relax, it is a good idea to begin the interview with a couple of minutes of light, easy conversation. Perhaps start with a comment about a recent event at work, a sporting event, or something in the news. Beginning this way helps build rapport with the employee and may help the employee overcome his/her initial nervousness. As stated previously, sitting at a round table, or side by side, further equalizes the situation and enhances rapport with the employee.
Ask Questions and LISTEN
In order to be effective and of value, the employee must be encouraged to talk. Many employees are hesitant about participating in an annual review, feeling that it is their manager’s job to determine their ratings and their job to accept the ratings without question. Using open-ended questions such as, “Will you tell me about occasions when you have exceeded this element?” will provided you with further documentation and convey to the employee that the review is a two-way process involving both the boss and the employee.
In order to build rapport with the employee, managers must not only ask for employee input, but truly listen. By that, we mean listen without interrupting and listening with an open-mind. Although, typically, going into an annual review, we have already decided an employee’s rating, the employee may well be able to present information that will change our perception about their performance in a particular area of their job elements. Listening with an open-mind tells the employee, “I value your input,” and helps build rapport with the employee.
Focus on Performance
In order to remain objective, avoid such descriptions as “attitude,” “not professional,” and “unreliable” when describing an employee’s performance. These terms are vague, mean something different to everyone, and are hard to measure. Further, employees understandably become defensive when a manager tells them they have a “bad attitude” or are “not professional.” They immediately begin searching for exceptions to convince you otherwise. Instead, focus specifically on the job elements and the performance standards. Measure the employee’s level of performance against the performance standards indicated in the performance review document. People are more receptive to negative feedback when it deals specifically with the standards indicated in the review document. They do not accept negative feedback when it attacks them personally. Under no circumstances should an employee’s performance be compared with the performance of another employee. Comparing employee’s performance builds resentment between employees and never achieves the outcome you desire.
Avoid Confrontation
When discussing an employee’s level of performance in comparison with the performance standards indicated in the review, avoid confrontation and argument. It is true that there may be a disagreement between how you have rated the employee and how he/she has rated themselves. To get further information, ask questions and listen. Arguing will destroy the rapport you are trying to build with the employee and limit the two-way communication you are trying to establish. The truth is, you are the boss, and both you and the employee know this. You have the authority and the power of your position. You have the right to determine the employee’s rating. However, arguing and using your power to override the employee, will not create the effect for which you are striving. The employee should leave the performance review with a clear picture of their level of performance and an understanding of how their performance could be improved in the future. Ensuring that communication remains two-way helps guarantee that the performance interview will be meet the needs of both the manager and the employee and result in a “win-win” situation for both people.
Emphasize an Employee’s Strengths
It is normal to be preoccupied with thoughts about areas of performance in which you would like to see the employee improve. Do not overlook the employee’s strengths, though. Acknowledge what the employee does well and build on these strengths. For example, a manager might be concerned with the number of errors in letters typed by an executive assistant. However, the same executive assistant routinely handles a large volume of incoming calls efficiently; greets customers warmly; schedules appointments without conflicts; and generally demonstrates a high level of performance in all areas of responsibility other than written correspondence. The manager conducting the executive assistant’s performance review should recognize areas of performance that meet or exceed the standard and offer praise, if appropriate. This helps strengthen the relationship between the employee and manager. It also increases the employee’s degree of confidence in their own ability to perform their job responsibilities. Further, the employee does not leave the performance review interview thinking that you are dissatisfied with their performance in general.
Identify Areas for Improvement
Discuss areas of concern you have with the employee’s performance relative to a particular job standard. It is important to acknowledge specifically the performance that does not meet the standard. For example, you may note that the employee averages two to three to errors per written page of correspondence. It is important to have samples of the correspondence to demonstrate why you are concerned about the performance. The acceptable level of performance indicated in the employee’s job standards is “written correspondence is grammatically correct and error free.” Other than acknowledging the samples of errors on the correspondence, do not dwell in the past. Instead, focus on future employee performance. For example, you might ask the employee, “What can you do differently in the future to avoid these errors that make us look less than the professionals we are?” Generally, the employee will be able to come up with suggestions for improvement. If not, be ready to make suggestions or provide tips as to how the performance can be improved. It is always more effective, however, for the employee to generate his/her own ideas about how to improve their performance. Many employees resent being told how to change their behavior. If, however, they are permitted to come up with their own solutions, they are more committed to making changes in their behavior that will result in increased levels of performance.
End the Performance Review Interview Positively
It is important to review the employee’s strengths before the conclusion of the interview and end on a positive note. Of course you are concerned about the need for the employee’s performance to improve in some areas. But, you do not want the employee to leave thinking that the purpose of the meeting was only to address areas of concern. Acknowledging acceptable areas of performance helps ensure that the employee will continue to make an effort to meet or exceed the standards. Focusing only on the negative aspects of the employee’s performance, or ending the interview on a negative note, will increase the likelihood that the employee will leave thinking, “Why bother? You don’t think I’m making a real effort anyway. In the future, you’ll get just enough from me so that I can collect my paycheck!”