A team member is avoiding performance reviews. How will you address the situation effectively?

To address a team member avoiding performance reviews, approach the situation with understanding and clarity. Begin by privately discussing the importance of these reviews for their growth and the team’s success. Explore any concerns they might have about the process and assure them that the review is an opportunity for constructive feedback and support. Emphasize the collaborative nature of the review and set a specific time for the meeting, making it clear that participation is essential.

To address a team member avoiding performance reviews, start by scheduling a one-on-one meeting to discuss their concerns in a non-confrontational manner. Emphasize the importance of feedback for growth and development, and reassure them that the review is a constructive process. Offer support and ask if there are any specific reasons for their reluctance. Collaborate on setting clear expectations and create a plan to make the review process more comfortable for them.

This is not an unusual problem. From my experience, many employees generally don't agree with the way performance evaluations are done. The important question is why? Only the employees being assessed can answer this and it would be a good idea to get this feedback so that the process could be improved for the future. Some of the issues are: - Employees don't feel like the evaluations are there for their development. - The evaluations are one-way and not a conversation. - The employees are not involved in the goal setting process. - There is therefore no verbal agreement on goals and expectations. - Only outputs are measured, not inputs. All of there factors contribute to an unhealthy environment and questionable levels of trust.

Addressing a team member who is avoiding performance reviews involves understanding their reasons, addressing any underlying issues, and encouraging constructive participation. Here’s a structured approach to handle the situation effectively: 1. Understand the Underlying Issues Initiate a Conversation: Have a private and empathetic conversation with the team member to understand why they are avoiding performance reviews. Listen actively to their concerns or reasons for reluctance. Identify Barriers: Determine if there are specific barriers or fears related to the performance review process, such as anxiety, perceived unfairness, or lack of clarity. 2. Provide Clarity and Reassurance Explain the Purpose:

Listen First: Create a safe space for the team member to share their feelings. Ask open-ended questions to understand their concerns about the performance review process. Empathy: Show empathy and understanding. Acknowledge that performance reviews can be stressful and that you’re there to support them through the process.

Open and Honest Communication: Schedule a Meeting: Initiate a private meeting to discuss the importance of performance reviews. Active Listening: Listen attentively to their concerns or reasons for avoiding reviews. Empathy and Understanding: Show empathy and understanding for their perspective.

Adjust the Process: Offer flexibility in how the review is conducted. For example, you might break it down into smaller, less formal meetings or allow them to provide written input beforehand. Collaborative Planning: Involve the team member in planning how the review will be conducted. Giving them some control over the process can reduce their anxiety.

For all new employees, either newly hired or my new employees, I collaborate on a SMART goal about the performance review process for the first year. We setup how we'll address things, we build upon the learnings of each other throughout the year, and we offer expectations for what will be comfortable so that we can nurture and cultivate an open, speak-up, honest and respectful working relationship. I also have a "no surprises" policy: reviews should feel like wrap-up meetings, not performance meetings, because if we're working well together, we've addressed any issues when needed and throughout the year, not during a performance review. We've also offered plenty of positive and specific reinforcement of what is going well.

Clarify Purpose: Reinforce that the purpose of the review is to support their growth and development, not just to critique. Explain how it’s an opportunity for them to share their achievements and challenges. Consistency: Ensure they understand that performance reviews are a regular part of the job and are essential for their professional development.

Performance Reviews should be renamed "Performance and Trust Reviews." If you don't have the trust part, forget about the performance part. * Positively reinforce good work with very specific performance feedback re: what to continue-- this elevates and motivates the collective performance * Tie performance to future opportunities for employees * Be dynamic in your approach to performance management: you can be firm AND fair; you can be kind AND tough. Performance Reviews succeed when there is trust. Break a sweat working on how you earn trust. It is not just "handed" to you because of a title or an organizational design.

Offer Resources: If the team member is struggling with specific issues, offer resources such as coaching, mentoring, or training to help them improve. Positive Reinforcement: Emphasize the positive aspects of their performance and how the review will help build on these strengths.

Schedule a Follow-Up: After the review, set a date for a follow-up meeting to discuss their progress and any actions that were agreed upon. This shows that the review is part of an ongoing process, not a one-time event. Continuous Support: Continue to offer support and check in regularly to ensure that they’re feeling more comfortable and are making progress.