human-resources-management.suite101.com/article.cfm/performance_objectivesThe annual review is the final and most critical part of the performance appraisal and counseling process. It is a time that many employees dread. And they’re not alone. Employee reviews often are a source of stress for managers, as well.
The most important preparatory step the manager can take is to document performance throughout the year. By keeping careful records and regularly updating performance documentation, managers can be assured that they have an accurate and complete picture of the employee’s job performance.
Planning for the Annual Review Meeting
Even easy reviews with top performers go better if a little planning is done ahead of time. This upfront work is the best way to relieve managerial stress. The manager can think through what is likely to come up during the discussion and develop strategies for any potential problem areas.
In addition, the manager can do several things prior to the meeting that will lessen the employee's anxiety:
- Indicate the purpose of the meeting: Let the employee know that the discussion will include good performance as well as areas in need of improvement. This is the time to let the employee know that the review is not to be a "chewing out."
- Outline the meeting agenda: Tell the employee what topics will be discussed, such as overall performance, any job-related problems and development planning.
- Agree on a date, time, and place: The meeting should be held at a time convenient for both the manager and the employee and at a location that will be private and free of disturbances.
- Ask the employee to prepare for the meeting: The employee should have time to evaluate his or her own performance and should be prepared to discuss job accomplishments and issues.
Conducting the Annual Review
The manner in which the review meeting is conducted can have significant impact on the employee's attitude as well as on future performance. Here are some guidelines the manager can follow to ensure an effective session:
- Set the employee at ease: A little small talk or other conversation upfront can help reduce anxieties.
- Review the purpose of the meeting: In order to ensure that there are no misunderstandings, the purpose of the meeting should be reviewed, including all items on the agenda.
- Discuss the employee's performance: The employee's performance should be discussed from the manager's perspective, but the employee should also have the opportunity to discuss his or her own views. Improvement needs should be discussed, but so should good performance. The discussion should focus on specific examples that the manager has documented.
- Reinforce good performance: Positive reinforcement for good performance is perhaps the most important part of the counseling session.
- Discuss causes of any substandard performance: Focus on what is impacting performance and reach an understanding about any underlying factors. Force field analysis is a good tool to use.
- Reach understanding with the employee on solutions to correct substandard performance: The manager should provide ideas on how to correct substandard performance. Ideas also should be solicited from the employee. Further, understanding should be reached on the development of an action plan to correct performance deficiencies. The manager should express confidence in the employee and willingness to support improvement efforts.
- Summarize the meeting and set a time for follow-up: After all the topics have been discussed, the manager should summarize the meeting. This summary is necessary to ensure that understanding – although not necessarily agreement – has been achieved by both parties.
After the Annual Review
Once the review is completed, the manager should ensure that the employee follows up with action plans or improvement steps. One key thing to remember: performance counseling doesn’t end with the final review. It is an ongoing process. When review time rolls around, there should be no surprises. Everything written in the review should already have been discussed and documented.
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