Are You Running Continuous Performance Reviews?
Get your work calendar out. Look in July. How many of your employees have scheduled time with you to review their performance over the last business quarter? Do you have an appointment already in place to review your own performance with your boss?
If not, get those scheduled now. And put a reminder to schedule the next round of quarterly reviews in October.
Once the appointments are set, start thinking about what you, your boss and your employees can do between now and the end of June to make that meeting productive.
- Is there a project board or other collaborative site where assignments are tracked and progress logged?
- Is there a development plan from the most recent annual review that should be refreshed?
- Are there milestones that have not received proper attention from you or the employee?
- How often have you and each person had “check-in” performance updates to keep energy and focus aligned with the right priorities?
- Have you been receiving true, warts-and-all situational assessments from the employee that have helped you make better decisions?
Performance Review as a management and leadership tool is most effective when it is continual. Constant, constructive involvement in employee activities keeps them focused on what really matters to the team’s success.
- Talk to them about how they are progressing, and what obstacles inhibit their progress.
- Work with them to correct unconstructive approaches early in a project.
- Acknowledge and celebrate good progress and all moments of innovations and creativity.
If you only sit down once a year, in a clunky official HR-mandated review event, you know from experience that the review will have little value and frustrate everyone.
Continual reviews must also foster two-way conversations to maximize their value. Every time you review an employee’s performance, however informally, you ask them to reflect on how well you supported them, and where you could add more value.
- If they asked for intervention to resolve a dispute with a collaborating individual or group, how well did you help resolve the situation?
- If a question of extra budget arose, did you lobby for the money? How well did you do at that?
- If the person scored a significant success, how well did you celebrate it?
- If the person has been seeking opportunities for professional development or career advancement, how strongly did you encourage and support that expressed need?
If the only change you make in your leadership habits over the next six months is embedding the practice of continual, frank reviews into your team’s behavior patterns, you will have made a huge leap in your own journey to becoming a more engaged, transformational leader.
How may we help you achieve that transformational step?