How can employers improve employee engagement through performance evaluations?

Employers can enhance employee engagement during performance evaluations by providing constructive feedback, setting clear goals, recognizing achievements, fostering open communication, and involving employees in the goal-setting process. Regular check-ins and opportunities for skill development also contribute to a positive and engaging performance evaluation experience.

SMART goals don't need to be dramatic or big. It can be just as simple as completing one module of an online course a week or every 2 weeks until all modules are completed. Setting up a task tracker and monitoring completion. These small steps will later on contribute to a bigger accomplishments and contribution. It is said, "Big things start with small beginnings".

A performance evaluation is not the time for surprises. By taking the time throughout the year to talk about how things are going, we have the chance to celebrate what is working well and strategize approaches for areas of opportunity. Consistently recording these ideas and outcomes gives both of us a way to talk about the year in measurable ways. It also provides practice having both encouraging and challenging conversations so that the performance evaluation itself does not feel so daunting.

In our workshops that teach "The Art of Successful Hybrid and Remote Reporting Relationships" we share a template that managers and direct reports should use for their weekly 1:1s that incorporates aspects of what will eventually become their annual performance review. This enables the topic of the employee's "what" and "how" for performance, and their future career goals, to become part of the ongoing discussion, not just something that is created once a year. This helps keep everyone on the same page and avoids end-of-year performance review surprises.

One thing I've found helpful is making sure that before a meeting with an employee, is to make sure you've got a clear idea of what you need to discuss, and be confident in addressing both good and bad points brought up in the meeting without surprises. The individual should feel that they've had a clear input into the way forwards, gaining feedback from them in the meeting, to make sure that they have buy-in for any plans to improve performance in a way that works for them and the business.

Performance evaluations should recognize and amplify the employees' strengths, so that the employee will feel appreciated. At the same time, addressing the areas of opportunities with "baby steps" towards improvement, so that the employee will feel supported and empowered.

Performance feedback should always occur in real-time. While formal performance evaluations are necessary, they should be a broader conversation and should focus more on an employee's goals -- both in their role and for their career -- in the next 6 to 12 months. I find it helpful to ask the employee to prepare some goals for the meeting, and then the employee and manager can discuss an action plan for achieving those goals. The manager should check in along the way and offer any support as necessary. I've found that this not only improves performance but also yields higher employee satisfaction and engagement.

Es importante comunicar el porqué y el para qué de la evaluaciones de desempe?o junto con informar el beneficio que traerá consigo para la persona y para la organización

When an employee set up SMART goals, it is also important to have a follow up on these to constantly remind the employee of the agreed goals. But the follow up should be made in a way that the employee will feel that the immediate superior was really onboard with the employees improvement, not in an annoying way.

Para mantener el compromiso se deben generar planes de acción posterior a la evaluación que sean efectuados por el trabajador pero supervisados por el líder. De esta forma el mensaje que se entrega es que la gestión del desempe?o es una gestión, y no un evento aislado, que permitirá el desarrollo y crecimiento de la persona.

Clarity in performance expectations brings accountability but also understanding to those expected to perform. If we can granulize performance, quantify it and effectively measure it, then we build trust which leads to other healthy outcomes. Performance reviews shouldn’t be about poor or good performance but opportunities to understand where the individual stands. What do they want and what do they value? Making this more conversational which happens more frequently. The relationship develops but also set to continuously improve as a team which only comes with honest bi-directional feedback. Do this more that 1 time per year. Shouldn’t be a dreaded exercise but one of growth for all involved.

In today's world of work, companies that forget one-sided reviews are creating a performance-based culture. Try boosting engagement with these performance management tips: 1. Two-way street: Ditch the static form. Make evaluations a collaborative dialogue, where employees & managers discuss goals, progress, & challenges. 2. Growth focus: Shift from judging past performance to setting clear, achievable goals for the future. Celebrate progress, not just perfection. 3. Real-time feedback: Don't wait for annual reviews. Create a culture of ongoing feedback & coaching, recognizing strengths & supporting development in real-time. Many of my clients are focused on performance management this year!