All over the world supervisors are gearing up for their least favorite time of the year. Sometime between January and March employers involve their organizations in a time of reflection, evaluation, and planning. Well, that probably sounds too altruistic. In reality, the annual performance review process is painful, unproductive, and a downright waste of time.
Reviewers often fail to keep adequate records to evaluate well and seem to be surprised that reviews have snuck up on them again at the exact same time as last year! How did that happen?! As they continue to put out fires and keep operations moving forward, they have to carve out time to think about the past. It seems like a fruitless effort, but it’s a requirement, one in which the outcome often determines the merit increases of their staff.
Merit increases have their own challenges, since “management” allots a specific dollar amount or percentage to each manager, which they have to figure out how to divvy up to their team. This often means juggling performance scores so that the budget isn’t exceeded. What a mess!
So what can supervisors and managers do to make the most of performance reviews? Here are three things to keep in mind if you’ve once again been surprised by the review cycle and have to get them done in a hurry.
- Adjust your mindset about reviews. Know why you are giving them, and consider what the benefits are of performance reviews. If you can modify your attitude toward evaluations and begin seeing them as an opportunity to recognize people for what they’ve done well and coach those who are struggling in certain areas, you will become more objective and solutions-minded as you prepare to write the evaluation.
- Focus on the purpose, not the process. When you view the performance evaluation process as a once-a-year pain-in-the neck you will likely approach the process (and your staff) negatively. But if you have made performance management a part of your everyday leadership, the annual review is just one step in the process.
- Make it a dialogue, not a monologue. Because supervisors often rush through the process to meet the deadline for annual reviews, they present the performance review as a monologue, checking off the score and a brief explanation as they make their way down the page. This one-way street approach denies the humanity of the employee who has little room to participate in their own performance review until the end when the supervisor says, “any questions?”
These three things will set you on a path to making performance appraisals more positive, productive, and purposeful – and hopefully a lot less painful!
If you’re on the other side of the desk, receiving a performance review that is less than dynamic and obviously rushed, here are some things that you can do to get the most out of the process:
- Set YOUR tone. Because you expect this years’ review meeting to be just as meaningless and frustrating as last years’, you are shut off to any other possibility. Whether your manager is taking the process seriously or not, you can set the tone by approaching the meeting with an attitude of discovery and a chance to have some positive face-to-face time with your boss.
- Ask questions. Don’t let your manager get away with their typical monologue of essentially reading the review verbatim, hardly making eye contact. If they aren’t coming up for breath, interject a question mid-stream. Don’t waste this opportunity to find out more about why they rated you the way they did. Make your questions positive, not attacking or defensive.
- Prepare! Since your boss may not have kept the best records and may be judging you based on your most recent performance or with lots of generalities, bring examples of your work. Take time to prepare a timeline of the past 12 months and what you were able to accomplish in that time. What were your successes? How did you provide value? And when did you drop the ball? Be prepared to talk about lessons learned and renewed focus.
Annual performance reviews are often forced upon the workforce, but individual managers and employees can make them better. Performance evaluation doesn’t have to be a dreadful, migraine-inducing endeavor. Really! It all depends on how you approach it – the mindset you bring with you and the preparation you undertake. Your organization may have a stupid process that seems like a departure from the day-to-day culture, but you can choose to make the most of it whether you are the giver or receiver of performance feedback.
Here’s hoping you exceed expectations!