Press Release

Performance reviews: how to conduct them and be appraised

IEE.org - published 21st June 2005

Managing the situation

When it comes to performance reviews and appraisals, even the most confident and competent manager can become nervous and question their own judgement and ability. Managers can lose sight of the purpose of a performance review, lose control of the conversation and avoid the issues that may need to be addressed.

There may also be a significant mismatch between managers and direct reports perceived and actual requirements of the performance review. For example, the direct report might want praise but actually needs constructive criticism and the manager may wish to concentrate on criticising, whereas the appraisal could be used to provide constructive feedback to both parties. This is not a satisfactory situation for the manager or their team members.

A performance review requires even the most experienced manager to handle emotional conflict and keep an eye to employment law issues. Being able to handle the outcome of a performance review, knowing that the discussion may result in the individual feeling 'branded' by a rating, is very difficult and can contribute to managers losing sight of the review's main objective.

Managers all too often regard appraisals as a bureaucratic tick box exercise, followed by an uncomfortable conversation to agree what is written 'on the record'. The atmosphere in a performance review may also often be defensive, with the direct report feeling they might be punished for poor performance and there may be a general distrust of performance review processes within the organisation as a whole because, for example, recommendations and actions that are agreed are not followed up.

Understanding the potential impact

There is a great deal of pressure on managers to achieve a variety of different things in a performance review meeting, such as providing feedback on performance and establishing training needs. However, if managers remain focused on the key goal of any performance review, which is to sustain and support strong performance and turn around any poor performance of their direct reports, they will remain on track during the meeting and will ultimately retain their credibility with individuals and their team as a whole.

When conducted well, performance reviews are a key element of motivation and intrinsic reward and play a vital role in the continuous improvement of organisational performance. However, many organisations do not achieve these business benefits because they are not able to remain focused on the objectives and positive outcomes of performance reviews.

Taking practical steps to ensure successful reviews

There are a number of steps that managers can adopt to ensure that they conduct successful performance reviews to meet the objectives and requirements of the business and individual employees.

Remember the reasons for conducting the performance review

The outcomes of a successful appraisal are primarily to turnaround poor performance and maintain and increase good performance.

Meet regularly with your team

It is best management practice to feedback regularly to your team at the time good and / or poor performance issues arise. Regular conversations with direct reports will provide a strong and positive foundation on which to base appraisal conversations. Meeting regularly with direct reports will also make the whole appraisal process less daunting, with no surprises for either party.

Prepare for performance review meetings

Preparation is the key to a successful performance review. Attending an appraisal without doing the necessary preparation will reduce your credibility as a manager and will minimise your ability to manage your emotions in the meeting. The following tips will help with preparation:

Consider the specific issues that need to be discussed at the meeting, both positive and developmental and have clear examples that illustrate your points.
Be clear about the level of performance that needs to be attained in a particular job role and to what extent the direct report meets these standards.
Predict the responses that may be offered by the direct report.
Gather supporting material, such as competency descriptions and key performance indicators, that will support your opinions.
Have ideas for development to hand that can be offered as potential solutions to development needs raised at the meeting.

Structure the review meeting

Structure the meeting to ensure that you make the most valuable use of the time available. For example, prepare an agenda before the meeting and share it with your direct report so that they have the opportunity to prepare.

During the performance review the direct report should do the majority of the talking. As a manager you should guide the meeting through questioning and listening to the direct report and encourage them to evaluate themselves.

Stick to your chosen outcome

If you have prepared well, the outcome of the performance review meeting will be clear and easy to achieve. It will be necessary to be flexible during the meeting, for example, if the direct report offers a new dimension to the meeting that had not previously been considered.

It is also possible that the comments and counter-arguments presented by the direct report may move the conversation away from the key issues. If this is the case, recognise the situation as soon as possible and get back on track. It is also important not to rush the meeting and if agreed outcomes have not been achieved in the available time, schedule another meeting as soon as possible.

Managing the challenge

It is important to recognise and accept that performance reviews will always have their challenges. After all, there are two individuals with their own views, opinions and motivations and very few people enjoy the prospect of having their performance analysed, discussed and documented. However, preparing and structuring performance review meetings, as well as meeting regularly with direct reports, managers can help to take away the potential pain of performance reviews and help to develop a positive feedback culture within their organisation.

Written by Alex Hartley, Learning & Development Consultant, MaST International.