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Performance Management

1. Agile Con­tin­u­ous Per­for­mance Management Another performance management framework example is the agile continuous performance management. What makes the  agile performance management system valuable  is it’s focus on being continual and holistic. Feedback, which is called “check-ins” under this framework, is given frequently, making it feel more natural for all involved. With ongoing, positive performance management, managers and employees can develop authentic workplace relationships based on the performance improvement and transparency.

2. What is a Performance Review? The component featured in essentially all performance management frameworks is the giving of feedback. This usually presents itself in the form of a performance review. Other names for the performance review are performance evaluation or performance assessment. As opposed to informal or casual feedback,  the performance review  is a formal appraisal of an employee and their work during an established time period. While there are dozens of employee review templates out there, most evaluate overall performance, an employee’s strengths and weaknesses, and opportunities for improvement. Many managers and HR professionals use this regularly scheduled evaluation to set goals, as well. Performance review templates will vary based on who is assessing whom. Common types of performance reviews include the traditional assessment where a manager evaluates an employee’s performance, the self assessment, team assessment, and leader assessment. Different performance management frameworks will involve a combination of these four.

3. Key Elements of a Performance Review Depending on the performance management framework, reviews will have different key elements, but there are elements that all methods share, according to  Harvard Business Review  and  Hubspot . Evaluate if job requirements are being met Compare strengths and weaknesses Highlight areas of improvement Evaluate if previously defined goals were met Recommend actionable goals Welcome employee input How to Write a Performance Review We recommend managers use a performance review template to help guide them through each step. Evaluation templates help managers know what to say in a performance review. They provide structure to the review, which makes the process consistent. Employee performance templates also make the review process scalable throughout the team or organization. Prior to Writing the Performance Review Harvard Business Review recommends reviewers set expectations early, prior to the official feedback. This involves informing the employee that they will be reviewing them soon, asking the employee for their self assessment, and evaluating employee career aspirations.

4. When Writing the Performance Review When sitting down to write the performance review, managers should have supporting documentation to help them direct their evaluation. For example, comparing employee performance and characteristics to the organization’s specified values can help guide the evaluation. Additionally, managers can compare  employee performance  to the actual description of requirements for their role. This helps keep evaluations realistic and on-track. Finally, it’s a good idea to compare current performance to that of previous employee performance reviews. This gives the manager a bigger picture into employee growth, as well as what achievable goals are. When writing a performance review, managers can also consult with others, including coworkers, other managers, and subordinates of the employee under review. This is called 360-degree feedback and can help give a manager ideas of what to write. As far as the career aspirations we recommend requesting from the employee prior to the evaluation, this is useful for framing the review. Not every employee has very high aspirations. The evaluation should align both the organization’s expectations of the employee and their own aspirations.

5. Delivering the Performance Review HBR also recommends presenting the performance review to the individual about an hour before their meeting to discuss it. This lets the employee move past any potential emotional responses and prepare rational responses. This will lead to a much more constructive discussion and allow for a more positive plan forward. Whenever possible, hold the performance review presentation face-to-face to avoid misunderstandings. While a performance review PPT or pdf is beneficial for organizing and visualizing the evaluation, presenting them in person will lead to a richer discussion and more realistic action plans. For high-performing employees, HR experts recommend focusing on the things they are doing well. After discussing examples of achievements and strengths, the manager can ask the employee their feelings about how things are going. This naturally leads into a conversation about opportunities for growth and improvement. When delivering feedback to marginal employees, they shouldn’t sugar-coat criticisms or provide meaningless compliments. Instead, reviewers should be straightforward and clear with their message. Discuss what isn’t working, what is working, and what actions need to be adopted to improve. When giving advice for improving, managers should be as specific as possible and provide examples. How to Present a Performance Review Here are the most important slides to include in a performance review presentation. Following this performance review example structure will help managers lessen the discomfort of presenting a performance review, by following a clear presentation guide.

6. Cover Slide Establish who is reviewing, who is being reviewed, and the date of the performance review. Note that this information is also important since the performance review presentation will probably become part of an ongoing performance documentation.

7. Table of Contents Part of the discomfort of performance reviews is the concept of the unknown. For an employee, it’s speculating on what their manager is going to say in the performance review. A clear table of contents will hopefully help ground the employee by showing them clearly what they can expect from the presentation, and in what order.

8. Evaluate if job requirements are being met In this PPT slide, the reviewer should compare, side-by-side the job requirements and the actual job performance of their subordinate. This requirement versus performance comparison helps the evaluation stay objective. Provide examples of when the requirements are or are not being successfully met, whenever possible. Job Requirements versus Performance

9. Strengths When presenting employee strengths, be as specific as possible. Explain why this strength matters, an example of when this strength was evident, and what impacts this strength has had. In the presentation, add a list of strengths with or without a short description and/or example, in case the performance review is presented without the accompanying meeting. If the manager previously asked for a self assessment, add a comparison here between the reviewer’s opinion of the employee strengths and their employee’s opinion.

10. Achievements List any specific achievements the employee has made during the performance period. Performance Review Slide showing Achievements in a Performance Improvement Plan

11. Highlight areas of improvement This is another way to frame weaknesses. When presenting areas of improvement, consider what the employee needs to improve, why these areas are necessary to address, how the manager can help the employee improve, and what specific steps are needed to improve. Be specific and provide examples whenever possible. This is another good slide where managers can compare their evaluation of areas of improvement with the answers employees provided in their self assessment. You can combine these slides with other  performance improvement plan templates  for PowerPoint and Google Slides. Example Starfish Retrospective Model Slide to Highlight Areas of Improvement

12. Evaluate if previously defined goals were met If this isn’t the first performance review a manager has conducted for an individual, then there will be previously defined goals from former evaluations. On this slide, list the previous goals and add a brief evaluation for each. This will help decide what goals should be checked off, maintained, or adjusted for the next evaluation period, which will be presented in the next slide.

13. Recommend actionable goals When presenting goals, we recommend using the SMART formula.  SMART goals  stands for specific, measurable, attainable, relevant, and time-based. This method of creating goals helps ensure the goal will be achieved as expected. The goals established in this performance review will most likely be evaluated during the next performance review. As such, the “time-based” aspect of the goal should take this into account. Example SMART Goals for Employee Performance Review

14. Welcome employee input Close the performance review presentation by giving the employee space to talk. Conclusion By following this performance review template, reviewers can make sure their evaluation is more than just a meaningless task checked off the list. When done well, the performance review sets the mood for the whole next period, giving both managers and employees a clear guide towards moving forward and achieving their goals more successfully. As far as the tendency for employee evaluations to be uncomfortable situations, follow the advice in this article, practice, and you’ll soon find the valuable potential of a well-presented performance review.

15. Mid-Year Performance Reviews Here are a few important reasons why mid-year reviews are important and ways in which they help build more cohesive teams and better employee-manager relationships. To make sure everything is on track in terms of goal-accomplishments work progress To provide feedback on the employees’ current progress and what they can do to get better To communicate any kind of changes in goals, objectives, teams, roles that are likely to impact the second half of the given year To discuss employee satisfaction and potential problems that they might be facing To build trust and loyalty between managers and employees and ensure effective and smooth communication To discuss new ideas and ways to make the organizational system better To cater to mid-year adjustments and eliminating all kinds of possible roadblocks that might be hindering employee performance To be able to take corrective action before the final annual performance review To keep goals and objectives well aligned with business and organizational changes To review and analyze specific goals that employees need to accomplish by the end of the given year

16. How to Conduct Mid-Year Performance Reviews Step 1 – Schedule the Performance Review Meeting Step 2 – Prepare for the Meeting Step 3 – Structure the Meeting Step 4 – Conduct the Mid-Year Performance Reviews As Per Schedule Tip 1 – Don’t Spring Any Surprises on Your Employee Tip 2 – Stick to the Schedule Tip 3 – Provide Specific Feedback Tip 4 – Listen Carefully and Actively Tip 5 – Be Honest and Transparent Tip 6 – Don’t Resort to the ‘Sandwich’ Feedback Technique Tip 7 – Choose Your Words and Phrases Carefully Tip 8 – Ensure Clear Cut Communication

17. Important Questions to Address During a Performance Review As a manager, you want to ensure that you don’t waste any time during performance review meetings by asking the right questions and not losing precious time on the wrong ones. There are a few important basic questions that you need to address during the meeting. This includes the following: How have employees performed ever since the last evaluation meeting? What specific accomplishments or achievements are employees proud of so far? What goals and objectives have been attained so far? What challenges or obstacles have employees experienced that have possibly impacted their overall growth and performance? What new goals and objectives should be included or prioritized for the second half of the year? On a scale of 1-10, how would the employees rate their overall performance? How can managers help support employees in a better way? Is there anything that employees wish to talk about or any concerns they might want to raise but are hesitant about? Is there a different or new role that employees find more fitting for themselves? If yes, how can the organization or the company help them get there? What additional help or resources do the employees will the employees require, if any, to attain future goals and objectives? How can managers make things more effective or better for the employees overall? These are just a handful of basic questions that you as a manager must address during the performance review meeting. The ultimate goal is to talk about important matters so that both you and the employees are on the same page.