Blog

It's that time of year again. Time for employees to receive their annual performance review. The review is intended to provide employees with feedback regarding their prior year's performance against objectives. However, for many employees, the performance review is a conversation they dread. The main reason for this is that the employees' expectations for the meeting are not met by their manager. Surprisingly, a large majority of managers are not well skilled nor are they comfortable with giving feedback and having effective performance discussions. This can have a significant impact on productivity, engagement and morale.

If you are a manager, use this tips to help make this year's discussions as valuable as possible:

Be well prepared - review notes from previous performance reviews and discussions, stakeholder feedback and employee self-assessments. Be prepared to provide specific examples regarding the employee's work activities.
Keep it private and positive - host the discussion in a quiet, private and comfortable environment. Keep a positive tone throughout the conversation using good eye contact and body language.
Make it a two-way conversation - focus on making the conversation interactive and ask for the employee's thoughts and input. Manager's should not do all of the talking.
Focus on strengths - research has shown that employees are more likely to improve in their areas of strengths. Focus 80% of the discussion on strengths and 20% on growth areas. Pick one or two areas that the employee can develop. Then, seek agreement from the employee.
Offer support and encouragement - the employee needs your support and guidance. Ask how you can help them be successful. Plan a follow up meeting for 2-3 weeks later to discuss implementation and execution of the feedback in the upcoming year.
Performance reviews don’t have to be dreaded or difficult. You can make it a positive experience for both you and the employee by planning ahead and being prepared.

For many employees, the performance review is a conversation they dread. The main reason for this is that the employees’ expectations for the meeting are not met by their manager. As employees it is important to make sure that you take an active role in your performance. Following are some tips to help during the discussion with your manager.

Be well prepared and be ready to provide input - Review past performance review documents; compile key accomplishments you have made during the past year as well as what you have done to develop yourself. If your manager does not request you to provide him or her with input prior to your performance review discussion, then take the initative and send it to them directly.

Practice active listening - During the meeting, maintain good eye contact and positive (and non-defensive) body language. Listen to what your manager has to say and really be engaged in the conversation. Summarize where needed to ensure that you understand.

Ask questions for clarity - Don’t be afraid to ask your manager for examples or to provide more specifics. Remember, this is your meeting. You want to make sure you know and understand the key messages that are being conveyed to you.

Share responsibility and take ownership - Be ready and willing to ask for and receive support from your manager. Tell them what you need to be successful in your current position and to develop yourself for future ones. Also, explain to them what you will do yourself.

Agree upon next steps - This is a great way to wrap up the meeting. Review the next steps and ask to schedule a follow-up meeting. I suggest 2-3 weeks later so that you have each had time to reflect on the conversation and are prepared to discuss implementation of the action plans.

Using these tips can help turn the discussion into one that is valuable and effective. Take the time to plan and prepare for your performance review. You need to be an active participant in navigating your career.

Each year about this time employees participate in a Performance Review with their manager. The review is intended to provide the employee with feedback regarding their prior year’s performance against objectives. For many employees, the performance review is a conversation they dread. The main reason for this is that the employees’ expectations for the meeting are not met by their manager. Surprisingly, a large majority of managers are not well skilled nor are they comfortable with giving feedback and having effective performance discussions. This can have a significant impact on employee engagement and morale.

Use these tips to make the discussion as valuable as possible.

Be well prepared -managers should review notes from previous performance reviews and discussions, stakeholder feedback and employee self-assessments. Be prepared to provide specific examples regarding the employee's work activities.

Keep it private and positive - host the discussion in a quiet, private and comfortable environment.  Keep a positive tone throughout the conversation using good eye contact and body language.

Make it a two-way conversation - focus on making the conversation interactive and ask for the employee's feedback. Manager's should not do all of the talking.

Focus on strengths and identify areas of growth and opportunity - research has shown that employees are more likely to improve in their areas of strengths. Focus 80% of the discussion on strengths and 20% on growth areas. Pick one or two areas that the employee can develop. Then, seek agreement from the employee.

Offer support and agree upon next steps - the employee needs your support and guidance. Ask them how you can help them be successful. Plan a follow up meeting for 2-3 weeks later and discuss implementation and execution in the upcoming year.

Performance reviews don't have to be dreaded or difficult. You can make it a positive experience for both you and the employee by planning ahead and being prepared.

Check back next week for Employee Tips.

Do you want to know the one common effect of all company problems? Problems cost companies a most valuable commodity – time. When there is a misunderstanding, miscommunication or employee conflict, you lose time sorting out the issues. When a good employee leaves the company, you lose time hiring a new person and bringing them up to speed. When motivation and productivity slacks, you lose time trying to get your employees back on track.

Getting to know your employees on a personal level can prevent company problems from arising in the first place, saving you that valuable commodity of time.
So, how can you get some time back? Here are a few suggestions:

• Block out one hour each week to let your staff know that you are available to them. Use that hour to get in touch with your team, to talk to them on a personal level.

• Use team huddles. Gather your team for a set amount of time each week to share what projects they are working on and how the team can help each other achieve their goals.

• Solicit feedback from your team on a regular basis. Ask open-ended questions. Invite their inquiries and participation.

• Perform post-mortems on projects, especially those which experienced problems. Ask participants for their thoughts on how it went and develop a plan to avoid duplicating mistakes in the future.

Give these suggestions a try and you will experience more team unity and greater levels of engagement. You have to get to know your people. So, spend the time to save the time.

One of the primary tasks as a leader in the workplace is to inspire and motivate the people working for you. This means that you will need to partner actively with your employees and delegate responsibilities consistently. Here are six tips to keep your team inspired and motivated in their roles:

1. Be passionate. Your staff will always take their cues from you. If you are excited and enthusiastic, you will inspire your team to feel the same way. Always remember that as the leader you set the standard.

2. Keep their eyes on the prize. Clearly state and then reiterate the results you anticipate from your staff to consistently keep them motivated. Leverage each person’s strengths whenever possible.

3. Encourage a proper perspective. Celebrate small victories along the way while keeping them focused on the finish line. Always assume good intent and use verbal recognition to show your respect.

4. Build momentum for change when it is necessary. It’s easy to start strong and then start to see enthusiasm wane. To counter this, put a plan in place to realize the changes you want made and keep pushing each new phase forward to build and maintain momentum.

5. Match your walk to your talk. Too many times, companies declare a need for change but then take no active role in making it happen. Provide your staff with time, resources and feedback. Be fully committed. Be willing to learn and grow through the change.

6. Demonstrate respect for your staff. At our very core, we all want respect. Show your team that they are needed and valued. Solicit their input. Express to them that their concerns are heard and their recommendations welcome.

In the business world we live in today, employees are placing high demands on companies, particularly on leaders. As you implement these tips take notice of how productivity, retention, performance, teamwork and communication all dramatically improve.