The performance review is a formal assessment in which a manager evaluates the employee’s work performance. Regardless of whether it’s called a performance appraisal or an employee evaluation, it will normally be structured to effectively identify strengths and weaknesses, offer constructive feedback, and set goals for individuals in the future. Normally, it occurs twice a year at the EOFY and mid-year and has been renowned for having a “check-the-box” approach that many claim doesn’t drive real value.
Many employees profess that formal performance management processes, like reviews, have no impact on employee and company performance. So how can we process and review discussions that could instead be a catalyst for growth, purpose, and connection? How can we make the most of these reviews moving ahead and ensure they are not a one-way communication that is viewed with negativity and pessimism?
If you are a Manager:
Great feedback highlighting strengths and opportunities to improve is certainly preferred. The real magic happens when managers engage employees on the root causes of past challenges and co-create a path forward focused on the underlying skills required for success. Starting with “how are you going” often begins a more powerful discussion with employees able to feedback their perspectives.
Instead of concentrating on a problem, I suggest you highlight any issues by reframing them as opportunities for you to capitalize on quickly, which would be a better approach and create greater impact overall. Once a positive two-way dialogue starts, managers can probe on the skills that require the most support—whether time management, prioritization, or communication—and collaboratively develop an action plan to close those skill gaps.
Review discussions should also be forward-looking and help prioritize and focus team members for the next period. What are the highest priorities, specific targets, and timelines? Discussions with employees that enable them to work together to identify roadblocks and identify where employees will need support will be better received by the employee. As part of the discussion, Managers need to clearly articulate how the employee’s work directly impacts the organization’s purpose and mission. Research shows that when people know the impact of their work, they feel greater responsibility and motivation, and they perform better.
Based on the employee’s responses, you can create a plan together to address work obligations and address any personal needs. This also is an opportunity to define the right feedback cadence based on the business calendar and employee development goals. Making feedback more regular, as some projects are intermittent, or daily feedback is required. For others, feedback every other week makes the most sense. But we strongly recommend checking in at least weekly—especially when it is on a personal level, which is even more powerful! Especially if this is a remote worker who needs more and regular feedback.
Managers should also be careful to understand common biases and how they affect performance assessments; providing clear rationale behind evaluations and promotion recommendations, including specific measures of impact and behavioral examples; and ask colleagues and peers to do the same.
As an Employee:
Consider what you want to accomplish in the next 6-12 months. What skills and knowledge are you looking to develop further? Prioritize your list and make it tactical. Find any opportunities to demonstrate that you’re operating at a level above your job description and convey the growth to your manager. A two-way dialogue should be strongly encouraged, enabling employees to shape progress, monitor advancement, and have agency over future performance.
As you reflect on your performance, consider what made you feel the most satisfied, fulfilled, and proud of your achievements. Along with your manager, identify what matters most to you and how you can focus on it moving forward.
There are times when it can be challenging to speak candidly with your manager about things happening outside of work. However, people largely have the same psychological needs, so it’s unlikely you are the first person to ask for additional support. If you don’t feel comfortable speaking to your manager directly, reach out to HR directly to find an alternative person to ask for assistance.
Purpose
During review conversations, share how employees’ work matters, what is the purpose and how to further amplify it next year. Employees who find a sense of purpose in their work report more positive outcomes in life and work alike (e.g., greater energy, health, and resilience; more pride in and connection to work). However, just 15 percent of frontline managers and employees say they’re living their purpose at work. Performance reviews can be an excellent opportunity to foster greater understanding of and connection to purpose.
Connection
Performance reviews can feel quite one way at times and without the two-way dialogue it doesn’t always make the impact it desires. However, checking how employees are doing personally is more essential than ever before. Managers have quite an impact on employee satisfaction, but studies suggest they only spend a quarter of their time focused on people. As a review conversation, the Performance Review can be a launchpad for greater individual support moving forward. Feedback to any employee should never be a surprise; there should be ongoing feedback in the form of suggestions, support, and options along the way.
For everyone involved Performance Reviews are a formal opportunity to not only consider the year in review, but also set yourself and your team up for a strong, supportive year ahead. Driving for greater growth, purpose, and connection at work, will certainly reap rewards. So don’t miss these opportunities for feedback as drivers to increase understanding between managers and employees and see them as regular opportunities to clarify and motivate individuals and teams.
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