2021. A year like no other.
And yet here we are. Carols are piping through shopping centres and train stations, and people are already starting to walk the streets wearing Santa hats or reindeer horns.
Yes … for many, it’s coming up to that time of the year again – end of year performance review season.
While there is plenty of advice out there for employees on how to prepare for their end of year appraisal, it’s just as important for employers to prepare for the process as well.
Even in small businesses and startups, unless the culture has moved to one of regular check-ins and ongoing feedback, employees still expect to have some kind of formal review at the end of the year, and they respect leaders who put an effort into reviewing their performance and show an interest in their career development.
Employees crave feedback. Any decent employee wants to know how they are tracking on a fairly regular basis, not only to be praised for any successes but also to discuss any particular areas of improvement.
With that in mind, here are some tips for leaders on how to prepare for and conduct a successful end of year performance review.
Reviews need to be booked into the calendar well in advance. About two weeks prior to the scheduled review time, the employee should be sent a pre-appraisal questionnaire containing a series of questions which could include:
Pre-appraisal documents allow team members to come better prepared for their review, by making them think about relevant issues beforehand. They also help to make them feel part of the overall review process.
As a leader you really need to get this questionnaire back with enough time to then prepare for the review. You can’t just get it back on the morning of the appraisal. You then need sufficient time to prepare your thoughts and comments. Hopefully, you have not missed the boat here!
Make sure you allow enough time for the appraisal to be conducted properly and choose a private location, where you will not be interrupted by phone calls or other work-related distractions even if this means away from the office. Try to put the employee at ease by having an informal chat beforehand and keep the review as non-intimidating as possible. Having a positive atmosphere is more likely to produce positive communication.
In smaller organisations employee engagement and staff satisfaction (key measures of staff retention) are often left to fall by the wayside.
Unfortunately, annual performance appraisals often become a quick impromptu catch up over a sandwich at a nearby café, a 15-minute chat in a taxi on the way back from a client meeting, or worse still a two-line email like “It’s great to have you on board. You’re doing a terrific job. Keep up the excellent work.”
I remember once my boss did my annual review at his home. We spent nearly four hours (in a setting away from the office) reviewing the previous six months and setting my objectives for the next six months. I stayed with that organisation (and that boss) for 8 years.
A performance review should be in part reflective (looking back over the previous six months), but should also be a chance for targets, goals, or objectives to be set for the next half of the year.
But if you expect these goals to be reached or objectives met, you also need to appreciate that your team member is expecting you to follow through on anything you might commit to – for example from a training or professional developmental perspective. So don't just file the review documentation away for another six months.
A performance appraisal is a two-way street.
No employee wants to turn up and be suddenly told about something they did wrong five months earlier, or just to have a “so how are you going?” informal chat. Similarly, no leader wants to turn up to a review only to be told by an employee unexpectedly that, “I’m really not enjoying this job anymore.” Preparation (from both parties) is key.
Start with the positives – things they have achieved and are doing well in. Offer praise where it is due and, if this is not their first review, discuss the areas where they have improved since the last review.
Then move on to any negatives – areas where their performance may be lacking or where goals that were set in the last review have not been achieved. Remember to always be as specific as possible by pointing to actual instances where they have not been performing, rather than generalising and risking confusion, which can lead to defensiveness.
Let them suggest how they might improve their own performance and ask them what you can do to help them achieve this. This might include offering a Hellomonday professional development program.
If you treat the performance review process seriously as a leader, then your staff will also take it seriously. They will feel more looked after and appreciated, and you will have a more constant finger on the pulse of what people are feeling like in your business.
Get a commitment from them that they will try their best to improve. If their performance has been good, discuss ways they can improve even more in the next six months. Whether it is a good or a poor review, let them know that you are on their side and will do all you can to help them meet the objectives that have been mutually agreed upon.
This is the most crucial step. If you have agreed to help an under-performer, make sure that you do so. Talk to their supervisor or take it upon yourself to initiate whatever steps you discussed with them to help them perform better.
This is not only for the employee’s benefit, but also to protect you. If you are forced to terminate the employee further down the track and you have not given them the opportunity to improve their performance, you may be open to a claim of unfair dismissal.
A performance review helps you to achieve the following:
When well prepared for and properly conducted, a performance review indicates to your employees your professionalism as a leader, your appreciation of their contribution and your desire to see them improve and grow within the company.
It also allows you to see which of your employees is making the most valuable contribution and which, if any, are letting the side down.
Hellomonday helps people reach their full potential in a job they love through easy-to-use technology that provides curated ‘on-demand’ learning, with coaching conversations at the core. Development is tailored to individual needs and aligned to your business strategy.
This article doesn’t just help leaders lay the foundations for having more meaningful developmental conversations, it gives them the bricks. Whilst it may have been written with client-facing team members in mind, it can certainly apply to non-client-facing team members, too.
While empathy can be extremely helpful for building strong relationships with team members and understanding their needs and concerns, it’s certainly not the only factor that determines a leader’s success.
Inheriting a team can be exciting, it also comes with challenges and it’s important for leaders finding themselves in this situation to be ready to tackle these challenges head on.
