There are generally two schools of thought on traditional performance assessment models. HR experts, data analysts, and those who conduct very large group studies tend to embrace standardized performance reviews. After all, without a formal review process, how can we systematize the subjective aspects of performance and remove inefficiencies from our talent management strategy? How do we know who our best employees are, and how can we be sure we’re handing out compensation and coaching to the best possible effect?
On the other hand, actual employees and the managers who review them tend to find the assessment process awkward, uncomfortable, and unproductive. Managers who endure yearly performance reviews wonder how to scold employees for falling short of objective expectations while still keeping them engaged and motivated. Employees often leave the room feeling demoralized or confused about how to move forward. On both sides of the table, numerical assessments seem inaccurate, “goals” are often vague, and the overall time devoted to the process feels unwisely invested, if not altogether wasted.
If this describes the review process in your workplace, what can you do to make sure you’re evaluating your employees in a meaningful way? You can’t just abandon the assessment process altogether. But it may be time to re-examine your current methods and make some adjustments.
Assess Your Assessment Process: A Four Point Audit
As you review your performance management strategy, target key areas by asking the following questions.
1. How are you measuring growth? Growth does not equal performance; Growth equals change in performance from year to year. Review the records. Are you seeing real change in average employee output? If not, something’s wrong with your annual review process.
2. How are you managing your records? With the click of a mouse, can you find data on a given employee going back to her first year with the company? Can you instantly compare her shifts in performance across multiple metrics? If not, find performance review software that can do this for you. What good are numerical, accurate, brilliant evaluations if they don’t carry forward in a meaningful way?
3. How do employees feel when the annual review process ends? If you don’t know, ask, or conduct a survey to find out. If employees leave the room relieved and simply return to their old habits, that’s no good. If they leave the room demoralized, depressed or fearing for their jobs, that’s even worse. Engagement spells success. Disengagement, shame, contention and resentment spell something else.
4. Do your managers take your review process seriously? Again, if you don’t know, find out. If mangers approach annual reviews with resignation or cynicism, this attitude will rub off on employees. And when that happens, why put any of them through the process at all? If your managers don’t believe in the value of your review process, don’t just force them to smile and toe the line. Instead, reshape the evaluation process until it earns their genuine respect.
Here at Expert Staffing, we can help you build a positive, meaningful and objective performance review process in order to make the most of your valuable human capital. Contact our office and arrange a consultation today.