Delivering Effective Performance Reviews

Some tips and notes that I have assembled for managers who are getting ready to do performance appraisals.

• Preparation, Preparation, Preparation
• Make sure that you lay out the goals for the discussion. To highlight contributions that the associate has made to the company success and to set expectations on how they can continue to do so.
• Make sure they understand that it is a dialog , It should be a discussion around 3 simple things.
  What should I continue doing
  What should I start doing
  What should I stop doing
• Focus on behaviours and the result of those behaviours rather than personal characteristics. State development needs in positive language ... instead of Bob is always late at completing critical tasks state that Bob can acheive better results by improving his responsiveness to urgent issues.
• Tie strenghts and development needs back to the company values and the behaviours they exhibit as it relates to those values. If the company values speed, make sure that you outline specific examples where the individual was extremely responsive in resolving a clients issue
• Don't be vague about especially when offering developmental feedback.
  Base it on patterns of behaviours rather than a specific instance. If you can't give at least 3 examples where the person displayed that behaviour it isn't likely a pattern.
• Focus on key items, no one can improve on more than 3 areas in a year.
• Make sure that you start with the end in mind. A persons performance review should be relative to their career aspirations. There is no point in telling an associate to improve their managerial skills if they don't aspire to be a manager.
• If the person is surprised by his performance feedback then you haven't been timely with your feedback.
• Focus on giving ideas on key actions that an associate can take to improve on his/her development needs