|
Jeff Colvin
Management Consultant & Founder of Link,
a Management Consulting Group
|
Fill
in the blank…________.
How do you know? When is the last time you have received a performance
review? When is the last time you have given one?
In today's very tight market, the human asset, and what remains
employed in your business, needs reinforcement and guidance to ensure
they are providing the very best value to the company. In addition,
every human being in the work environment likes to know how they
are doing and get positive feedback for any valued activity or contributions
they are providing.
The old adage, of "I'll let you know if there is a problem",
not only goes against the grain of good management, it allows for
problems to be realized instead of being proactively prevented.
Managing the performance of the business ultimately resides in
the managing of the people in the business. If you have not provided
your direct reports with a review in the last 6 months, there may
not be a better time or investment than now.
There are three key elements to conducting an effective performance
review; preparation, delivery, and follow-up. Do not wait until
the last possible minute and then discuss an employee's performance
in such high-level generalities that the feedback could apply to
80% of the people.
Begin collecting data now on each employee that works for you.
This data can be simple scratch notes of events or activities conducted
by an employee that have had either a positive or negative impact
on the performance of a department or process. Or the data may be
formal commendations or records from specific accomplishments. This
data collection allows you to provide specific feedback in a review
instead of broad-based philosophy. Encourage your employees to do
the same for themselves.
The delivery of performance feedback is of critical importance.
Ensure the time, space, and setting are appropriate for information
sharing and coaching. Remember to listen (70%) more than you talk
(30%) to gain the most learning from the session and to direct and
guide an employee to their own path for performance improvement.
The most critical part of the review occurs after the employee
and you have agreed on all the positive and/or negative feedback
given. Setting future goals and expectations and specific dates
for follow up is the only way to ensure that improved performance
takes place. The future dates provide the opportunity to assist
with continuous improvement or catch early warnings of non-performance.
If you haven't had a review recently ask your boss for one. If you
are the boss ask your subordinates.
Remember, the only reason to give a performance review is to improve
an employee's performance. People like to know where they stand,
help them out!
Management Tips: Tell Them How They're Doing!
Preparation
- Establish feedback sources
- Collect and document feedback
- Take time to write the review
- Encourage the employee to write a self review
- Plan the review session
Delivery
- Set an appropriate environment
- Define the negotiation guidelines
- Deliver the feedback and all elements of the review
- Deal with "difficult" behaviors
- Create new expectations and goals
Follow Up
- Critique the delivery process
- Check for clarity and understanding
- Establish routine follow up dates
- Track and trend future performance
Jeff Colvin (Jcolvin@linkllc.com)
founded Link, a management
consulting group in 1997 whose mission is dedicated to the Systems,
Structures, and Behaviors that make people and companies successful.
Link's bottom line focus on process improvement is achieved through
the facilitation and training of cross-functional teams to address
key strategic goals. Learn more about Jeff
Colvin & Link...
| 
