Performance Review

There are only three measurements that tell you nearly everything you need to know about your organization’s overall performance:

employee engagement,

customer satisfaction,

and cash flow.

Performance Evaluation Review is a time to get feedback on your work.This includes everyone in the company.

Performance reviews are meant to develop employees to the best of their potential and address problem behaviors in a way that is constructive and professional.

But how do you handle a performance review that involves some news employees won’t necessarily welcome?

Sometimes we forget that it’s also a time to share your own goals (and even suggestions!) for the future with your boss.

After all, you’re part of a team, and talking about what’s working, what’s not, and what would make you a better professional can only help your boss be a stronger leader. Plus, it’s a great chance to show that you’re committed to your success—and to the company’s.

It goes without saying that no company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it.

A review is a perfect one-on-one opportunity to really talk about your goals, your future, and also the future and state of the company itself. During review season, when I’m taking a big picture perspective and examining the components of a company as parts and as a whole, every employee adds value and can contribute a different perspective to the conversation.

I am always looking for my employees to tell me things they would like to pursue within the company.

By suggesting a project they would like to manage, it shows me their continued interest in the company.

I feel confident that if it’s a project they are suggesting, then they will excel at it.

All CEOs want to hear that their employees have a new level of dedication to the company and feel a personal growth in day-to-day morale.

But more than anything, I’m looking for employees who ask me how they can contribute to our vision because they see company success as ours.

Show your boss that you see business growth as a joint endeavor.

Supporting employees and providing an atmosphere and structure in which they can strive is one of the most important and challenging parts of building a business. So, regardless of how good or experienced managers are, getting your honest suggestions about how to help is invaluable.

“Many managers view the performance review as a task to accomplish to keep HR off their back,” says Christie Summervill, CEO of BalancedComp, a compensation and performance management consulting firm. She explains that the true intent of performance reviews is to improve performance, and if done effectively and honestly, the feedback probably won’t be 100% complimentary. “But if we are evenhanded in our positive and ‘coaching for improvement’ feedback, and have an engaged relationship with the employee throughout the year, the conversation typically is valued and effective for both parties,” she says.

Choose your delivery carefully .

Ensure that you choose “non-threatening” language (avoiding “you” or “them”), and sandwich your feedback in a way that presents one piece of positive feedback, followed by a negative (or two)—but always ends on a positive.

If the employee will get a raise or bonus, for example, end the review delivering that good news. Lisa Sansom, positive interventionist at LVS Consulting, says that in addition to being sensitive with delivery, the key to a positive performance review is to focus largely on what’s working, limiting the focus for improvement to just one or two things. “It’s also about creating positive action plans that learn from the past, but don’t dwell on it. Consider what strengths the employee brings to the position, what positive actions can be implemented to move forward, and build in small wins along the way. Progress motivates.”

Query the employee

Failing to inquire how your employee’s current role syncs with his or her longerterm goals as part of the review negatively positions it as a one-sided conversation.

 Allow for time in the review to invite and discuss the employee’s thoughts and how he or she feels about the job,

 the company,

 the culture,

 the team,

 and relationship with you.

Discuss ways in which you can further support his or her career development to formulate a plan for improving negative aspects of the review, and to help the employee build the skills needed to reach the next desired level of their career.

Don’t make this the main event

The formal annual review is often seen as a “finale” in that it announces annual merit increases and bonus compensation, but it shouldn’t be the one time in a year you discuss the employee’s performance, needs or challenges, and future goals.

In fact, if any information in the performance review comes as a total shock to the employee, it signals a managerial need to have more frequent constructive, honest communications.

Take accountability

Your company may stipulate that you rank a certain percentage of employees as top performers, others as “meeting expectation,” and the remainder as “needing improvement,” but it’s important that you be accountable for the category you place the employee in, providing factual and detailed accounts that support your rationale.

Don’t make it about the form; they are guides used for documentation. Reviews are sensitive because they impact compensation, and that is personal. This is a time to connect with your employee.

We all believe that workers have three prime needs:

 Interesting work,

recognition for doing a good job,

and being let in on things that are going on in the company.

It is no use saying “we are doing our best.”……………….Your comment  on this article ?

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Thank you ……..To your Success !