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6 Ways to Guarantee a More Effective Performance Review

Some things or events in life are just plain annoying. Robocalls. People who occupy up two parking places. Leaving home and seeing that your phone isn’t charged fully. A gross disappoint!

You know what else we’ll supplement to this list? Performance reviews!

Now, the purpose behind performance reviews is unquestionably useful. Who can’t get behind the notion that feedback is excellent? Those administrators should continuously tell employees what they are doing well and what they must work on? Ideally, the least performance review could do is to bring everyone on the same page; give workers the tools to better their ways of performing jobs.

Perversely, here’s how it ordinarily works:

  • Two days before performance review. Manager peers at the calendar realizing it’s impossible to generate ten performance reviews. Freaks out!
  • Racks her brain striving to recall what all ten workers on the team have been doing for the past six months. Puts identical two achievements — both projects ended in the last two weeks – on all team members’ review sheets.
  • Starts to write individual comments. Thinks how many more comments she will have to write. Decides to copy and paste her remarks from last year. (Note: comments from last year are themselves copied from the previous year’s reviews.)
  • Meets with workers personally. Tells each s/he is doing “fine,” and to “keep it up.” Gives all workers rating of “above average.”
  • Employee notes review, files in the back of the desk, get back to work.
  • Six months later, the same cycle replicated.

Sound usual? This is why performance reviews get a bad rap: it’s not the approach behind them; it’s the means they’re usually done by.

So let’s resolve that! Let’s make performance feedback reviews as useful as they can be!

To begin, here are some ideas:

  1. Have Managers Take Regular Notes on Their Employees

One way to better performance reviews is to have administrators take daily notes. Every two weeks, tell, managers should concisely pen down both what and how well each worker has done. Then, when the time comes for actual performance feedback, they have a nice well to pick from. It’s also remarkably useful to see employees’ notes. If you have a time tracker like TimeLive that enables or asks daily notes, those can help shape feedback immensely as well.

  1. Limit the Information

Sounds logical that performance feedback should incorporate many of helpful information. Not so. In fact, when performance reviews include too much feedback, it gets tougher for employees to concentrate on the more significant, most important issues.

Better is to limit information to two or three main ideas — good and bad. This keeps things specific and proffers the employee a manageable set of goals.

  1. No Criticism Without a Program for Improvement

Numerous performance reviews proffer criticism without also implementing strategies for growth. To fix this, managers should promise not to criticize unless they also give a program, including both employee and manager, to fix the problem.

  1. Have Employees Explain What They Heard

Performance feedback reviews often match lectures: one person keeps on talking, and one person silently listens. To make sure that the main idea is communicated, however, you should give the employee the time to explain what they took from the meeting.

  1. Be a Coach, Not a Judge

Usually, performance reviews go reverse because of poor attitude: managers and employees can overlook they’re working collectively to accomplish a larger goal. The fix to this is to support managers to think of themselves as mentors, not judges. While judges are there to determine what’s right and wrong, coaches are there to put their members in the best environment to succeed.

  1. Avoid the “Like Me” Syndrome

A couple of years ago the EEOC (that’s the US Equal Employment Opportunity Commission) found that performance reviews were usually influenced by the degree to which an employee matched their manager: employees who were the same gender, ethnicity, religion, national origin, or age as their managers tend to be reviewed better than those who weren’t. The EEOC called this the “like me” syndrome.

Avoiding this one is tricky since it mostly befalls unintentionally. But it’s worth the struggle. Basing reviews on unbiased metrics (sales per month, etc.) can help. So can just staying conscious of one’s preferences, or even looking back on the reviews one has presented over the past few years, looking out for inclinations of this sort.

Alma Reed is an author and researcher dedicated to enhancing productivity. She is deeply interested in areas such as time management, increasing productivity, and fostering healthy routines. Through her writing, she aims to assist people in boosting their job performance and attaining an ideal balance between work and life.

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