Performance Reviews | Performance Evaluations & Appraisal
How to Prepare a Performance Management Review
Employees in non-service related jobs are assessed by their supervisors periodically. These regularly scheduled reviews are called performance management reviews. It is typical for the employee to be actively involved in the conversation during a performance management review. Use these tips to learn how to prepare a performance management review.
Recall the previous performance management review of the employee.Note the goals that were given to the employee for the year, and how well the employee met these goals. If the goals were not met or exceeded, determine what effect outside influences, such as project scope changes, may have had on the issues, and how much responsibility rests with the employee.
Decide if the goals given to the employee were adjusted.If there was a reduction in goals since the previous review, determine why. If extra duties were added since the previous review, determine how well those extra duties were carried out.
Review your own notes.During your periodic meetings with the employee over the year, you may have taken notes regarding weekly progress. Review any notes or email correspondence with the employee to gage progress.
Think of examples.Document specific examples of the employee performing assigned duties and interacting with other employees.
Seek third party input.The opinions expressed by fellow employees can give great insight into the performance of the employee. Such third party input also can be a chance for co-workers to offer false flattery of a friend or give false criticism of a perceived enemy. In either case, keep efforts to gather third party support quiet and contained. Don't turn the effort to gain third party input into a public opinion poll.
Write the Review
Rate the performance of the employee.Based on the information gathered, use the standard review scale put in place by your company to rate the performance of the employee. Keep in mind that the performance management review is for the entire year; achievements that are almost a year old are as important as those attained last month.
Reread and judge yourself.Dispassionately read the review you have written and be sensitive to the possibility that your own personal feelings may have swayed a fair appraisal. Adjust the review if necessary.
Add goals and responsibilities.At the performance management review, the employee should be presented with expectations for the coming year. Keep in mind that these should be long-term goals, if possible. Leave open the possibility that these goals and responsibilities may change during the year, but that changes would be discussed with the employee and noted as modifications on the review form.
Prepare to adjust duties and provide rewards.Be prepared to address the changes that should be made to the employee's responsibilities and to discuss performance rewards for the employee, such as pay or position increases. If the employee has areas for improvement, suggest formal or informal methods to help the employee improve his skills or job performance.
Schedule the interview.Give the employee at least a 1-week notice for the performance management review. Make sure that the employee understands the nature of the issues to be discussed. Do not reveal details at this time, only mention topics to be reviewed. Reassure the employee that this is a standard performance management review required for all employees.
Give the Review
Explain new goals and responsibilities.These goals and responsibilities should be discussed through an interactive conversation with the employee. Be sure that the employee understands and commits to the new goals and responsibilities.
Praise the employee.Take this opportunity to thank the employee for her good performance. Mention performance rewards that may be forthcoming, if applicable.
Lay out improvement plans.Tell the employee what formal or informal steps need to be taken to improve performance. Make sure that the employee understands what is required, and understands that the plans are not a punishment for poor performance, but a chance to improve skills and abilities.
Formally close the review.Present the employee with pay adjustments or other considerations, if applicable. Have the employee sign the review.
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