You're employed as a telephone sales representative, and your end-of-month review is in two days. You've done pretty good on the job, but are afraid the review might not go so well. Will you spend the next few days wondering if you've done alright in the eyes of your team leader?
You're a team leader, and you are about to give a performance review. Altogether, you're quite pleased with the employee's performance, but have a couple tips you'd like to point out to help the employee increase his or her productivity. However, you're worried because you don't want to make an important employee uneasy.
If you've found yourself in one of these positions, there is something you need to know. You don't have to dread performance reviews. Actually, when done correctly, these discussions can provide a worthwhile opportunity for employer and employee to talk about both past achievements and future goals. After a while, you may even look forward to performance reviews. One key to successful reviews is thoughtful and careful preparation.
As the employee, prepare for your upcoming performance evaluation ahead of time by following the steps below. Being prepared will increase your confidence and help you to introduce your achievements in the best possible way.
*Take into consideration past accomplishments. Think about previous reviews and performance assessments. Make a list of goals you have accomplished and skills you've enhanced since your last performance evaluation.
*Expect only the best. Know that a performance review is not a disciplinary session but instead an important part of continuous growth and improvement. During the performance review, be understanding and receptive to your manager's advice.
*Share your feelings. Tell your manager if there is an assignment you may not be able to do or if you need training or help in order to meet a current performance goal. Also, make sure you inform your manager of any problems that are keeping you from doing your best work. Remember, the role of your manager is to help you to become successful and productive. If you don't speak up, he or she may not know what you need.
As the manager, you can improve the chances for a successful review by following this advice.
*Do not give out surprise performance reviews. Give your employees time to plan and ask them to fill out a casual self-review paper, complete with suggestions on goals for the next review period. Also, let them know what they can expect. Surprising agents with a "pop review" may create fear and distrust.
*Review employee progression on previous performance objectives. State the objectives that were decided upon for the current review period, ask for the employee's evaluation of his or her own performance, and then give your evaluation (backed up by appropriate evidence). Address any conflict between your assessment and that of your employee.
*Keep your focus on the employee. Compare the employee's performance to his or her prior performance and/or to company expectations, but not to the performance of other employees.
*Discuss any obstacles standing in the way of success. Ask the employee to let you know about any issues that are standing in the way of a successful performance. Perhaps the employee has too many responsibilities and needs some help prioritizing the work. Or possibly he's in need of additional direction or training. After obstacles are identified, work with the employee to find a solution.
*Listen and keep an open mind. Let the employee speak freely. Don't forget that every employee is different, has a different perspective on the tasks to be completed, and is motivated by different factors. Do your best to satisfy unique viewpoints and requests.
*Set new performance goals. In planning for the review session, make sure you allow the same amount of time for performance planning as you do for performance appraisal. Set objectives that are precise and measurable, reasonable, results-oriented, and obtainable. Identify what types of support and resources are needed by employees to achieve these new objectives, and develop a plan to provide the support.
*Review the performance regularly. Keep in mind, your employees are looking to you for help and support in improving their performance. That means you can hold a review meeting each month if you need to-you don't have to wait to tie it to a compensation review.
You're a team leader, and you are about to give a performance review. Altogether, you're quite pleased with the employee's performance, but have a couple tips you'd like to point out to help the employee increase his or her productivity. However, you're worried because you don't want to make an important employee uneasy.
If you've found yourself in one of these positions, there is something you need to know. You don't have to dread performance reviews. Actually, when done correctly, these discussions can provide a worthwhile opportunity for employer and employee to talk about both past achievements and future goals. After a while, you may even look forward to performance reviews. One key to successful reviews is thoughtful and careful preparation.
As the employee, prepare for your upcoming performance evaluation ahead of time by following the steps below. Being prepared will increase your confidence and help you to introduce your achievements in the best possible way.
*Take into consideration past accomplishments. Think about previous reviews and performance assessments. Make a list of goals you have accomplished and skills you've enhanced since your last performance evaluation.
*Expect only the best. Know that a performance review is not a disciplinary session but instead an important part of continuous growth and improvement. During the performance review, be understanding and receptive to your manager's advice.
*Share your feelings. Tell your manager if there is an assignment you may not be able to do or if you need training or help in order to meet a current performance goal. Also, make sure you inform your manager of any problems that are keeping you from doing your best work. Remember, the role of your manager is to help you to become successful and productive. If you don't speak up, he or she may not know what you need.
As the manager, you can improve the chances for a successful review by following this advice.
*Do not give out surprise performance reviews. Give your employees time to plan and ask them to fill out a casual self-review paper, complete with suggestions on goals for the next review period. Also, let them know what they can expect. Surprising agents with a "pop review" may create fear and distrust.
*Review employee progression on previous performance objectives. State the objectives that were decided upon for the current review period, ask for the employee's evaluation of his or her own performance, and then give your evaluation (backed up by appropriate evidence). Address any conflict between your assessment and that of your employee.
*Keep your focus on the employee. Compare the employee's performance to his or her prior performance and/or to company expectations, but not to the performance of other employees.
*Discuss any obstacles standing in the way of success. Ask the employee to let you know about any issues that are standing in the way of a successful performance. Perhaps the employee has too many responsibilities and needs some help prioritizing the work. Or possibly he's in need of additional direction or training. After obstacles are identified, work with the employee to find a solution.
*Listen and keep an open mind. Let the employee speak freely. Don't forget that every employee is different, has a different perspective on the tasks to be completed, and is motivated by different factors. Do your best to satisfy unique viewpoints and requests.
*Set new performance goals. In planning for the review session, make sure you allow the same amount of time for performance planning as you do for performance appraisal. Set objectives that are precise and measurable, reasonable, results-oriented, and obtainable. Identify what types of support and resources are needed by employees to achieve these new objectives, and develop a plan to provide the support.
*Review the performance regularly. Keep in mind, your employees are looking to you for help and support in improving their performance. That means you can hold a review meeting each month if you need to-you don't have to wait to tie it to a compensation review.
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