Supercharging Your Performance Reviews

While past-based performance assessments can be useful to summarize accomplishments, point out strengths, and identify developmental areas, my own experience and published research demonstrates that forward-looking performance discussions are often more valuable for both parties. These conversations focus more on the future than the past, while still acknowledging previous accomplishments; they also strengthen the bonds of trust and mutual support. They are collaborative discussions, and agreements are created to focus on the associate’s most important developmental needs and aspirations.

An example: Sam has been a project manager at a small software company for four years and reports to Sally (not their real names). Lately, Sally has noticed Sam is not collaborative when he’s under stress; he gives his team orders, not recommendations; he tells and does not coach. During their new forward-looking performance discussion Sally was able to give Sam constructive feedback about his past performance plus inspire him to be more receptive to ideas from his team even when he feels stressed. At the end of the conversations, Sam expressed his excitement about an upcoming project. Sally was pleased to see his general attitude uplifted. Sam’s new mindsets and behaviors will help him so he can be more effective in managing others.

Here Are Steps to Help You with Your Forward-Focused Performance Reviews:

1. Employees are requested to keep a record of their accomplishments and the value these results have provided to the company. These are reviewed quarterly by the individual and their manager.

2. In preparation for an annual conversation, the two parties independently make notes on the above information plus anticipated goals, targets, etc. for the upcoming year.

3. The manager reviews the associate’s submission prior to their scheduled conversation.

4. The performance conversation consists of:
a. A discussion of past accomplishments and the value the employee added to the organization, plus their developmental needs and aspirations.
b. The above discussion yields an agreement on the associate’s past results as well as goals, targets, and metrics for the upcoming year.
c. The process includes the manager asking their employees, “How can my leadership best support your performance and success?” (What’s working and what can be improved?)

5. Within 2 weeks following the performance discussion, the associate creates a plan for their development, which they review with their manager. They make dates each quarter to assess progress throughout the year.

Please contact me for a complimentary, confidential conversation about your greatest goals and how I may be of service.