It's the time of year when you may be scheduling employee
reviews. Usually the annual employee performance review is dreaded by both
supervisor and employee. The employee knows he'll have to hear about those
mistakes from months ago, and the supervisor will finally have to discuss those
issues he's been avoiding all year. Too often, the result is discomfort and
embarrassment all around. Usually both parties fudge a little and are glad that
it's over for another year. Too bad, because another chance for open
communication and feedback has been lost.
To improve the process, consider holding performance
appraisals more frequently, perhaps even quarterly. This can help make the
appraisal less of a "special event" and more of a routine exchange of
information. It also means your feedback is more directly related to your
employee's recent performance, rather than coming months later.
Of course, even quarterly appraisals don't substitute for
immediate feedback. If an employee does something wrong, or something good,
tell him or her immediately. Point out the problem, make sure the employee
acknowledges it, and make clear what you expect in the future. And if it's
something good, the employee will appreciate receiving a pat on the back. With
immediate feedback, there should never be any surprises at review time.
At the end of every appraisal, summarize the discussion and
put the highlights in writing. Make sure your employee gets a copy. Before the
next appraisal, ask your employee to review the copy and prepare his thoughts
on his most recent performance. Ask him to present his opinions to start the
discussion. If there are areas needing improvement, agree on an action plan and
put that in writing too. And that might be a two-way street. It could involve
your providing training or taking actions to support the employee, so make sure
you're living up to the agreement.
Don't limit the appraisal to a score-card on the employee's
achievements. If appropriate, use it to discuss career planning,
cross-training, or job enrichment. Solicit ideas from the employee. It can all
help turn a judgmental meeting into a constructive exchange of ideas.
