In an ideal world you’d give regular feedback so you keep on top of things as they are happening, but for most managers, and their team members, it makes sense to have a formal review at least once a year when you both sit down, and have a conversation about what is going well and what can be improved.
- make it an on going process - rather than dusting off last years form, ticking the box for this year and then not revisiting until you dust off again for next year.
- make time for the discussion, prepare properly and follow the process - nothing annoys and demotivates people more than a quickly arranged 10 minute discussion - it shows you are not interested in them or their development and doesn't instill commitment.
- be truthful - most people can handle the truth if it is delivered constructively and is backed up by examples,. What they can't handle is vague statements or perceptions that they don't agree with, and that have no supporting information.
- beware of the recency effect - that means you only think of things that have happened in the last few weeks and not the whole year - some managers take little notes throughout the year but just be aware of only mentioning the massive disaster from yesterday and not the other 364 days of superb performance!
- record the details - but remember that the discussion is the main event.
This excerpt is from the latest post in the “In my Opinion” blog series - you can read the full blog post here and find out more about how to implement a simple Peformance Review Process for your business.
This interview was recorded with Liz Gibson of Adaptable-HR in December 2013, all opinions are her own and facts were relevant at the time of publishing.
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If you want to contact Liz about any HR issues you are facing in your business and may need her help with you can-
Call her on 01638 507428,
email [email protected]
visit www.adaptableHR.com or
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