For many companies, a common performance review pain-point is keeping your managers engaged in the process. Engaged managers complete on-time, well thought-out and constructive reviews for their employees which in turn helps keep employees connected and on a path of success within your company.
When this engagement is lacking, employees often feel as if their managers are indifferent about their role within the team. When employees aren’t receiving regular feedback, they often become stagnant which causes the growth of your company to suffer.
If engagement is vital to company and employee growth, how can you ensure your managers are involved in the process? Find 6 tips below!
Your form content – from competencies to coaching tips and rating scales – is all meant to spark conversation. Make sure this content is relevant to your company and the roles your team is evaluating.
When deciding the best questions to ask, start with a draft from your Human Resources team or leadership. Then, ask your managers to review and give suggestions. Including your managers creates collaboration which increases engagement and provides accurate feedback for relevant questions to ask.
Stay mindful of the length of your forms. When a form is too long, it appears daunting which may cause your managers to put off completing the task. Additionally, double check that none of the questions or items to fill out are repetitive.
A short and efficient form, tailored to your company’s culture and the employee’s role, will be engaging for both the manager and employee to complete. Are you unsure if the form is too long? Ask someone else on your HR team (who didn’t write it) to complete the form for a quick check on length and clarity
A common problem when filling out a review is recency bias. People tend to remember the events or tasks that happened most recently, which can make it difficult to give a comprehensive review for the full review period being evaluated.
To combat this, encourage both managers and employees to take notes throughout the year. This will enable them to accurately recall events that may not be top of mind and creates a more specific performance review. Notes give context to performance while supporting competency ratings and creating discussion points for conversations between managers and employees.
It’s also important to take notes on both opportunities and successes. Sometimes it becomes easy to take notes on one or the other – but for a truly balanced review, remember to take notes on both.
You can also encourage year-round communication with your employees through the use of engagement surveys. These assist companies and managers in being proactive about employee satisfaction before issues overflow into performance reviews.
To encourage the value of employee communication and feedback, leadership should stress the importance of the review process and reinforce it through the action of giving the managers and employees the time and space to complete them.
Encourage your managers (and employees, if you opt for self-reviews) to block time in their schedule to complete their reviews. This may mean providing a quiet space and computer access, if they don’t regularly have these conveniences. Also, employees should be given this dedicated time while on the clock, instead of being expected to complete their reviews outside of working hours.
During the review period, there should also be a process in place for managers and employees to review the feedback together and establish goals for the future. This is a great time to make sure expectations and reality are aligned and the employee knows the direction for their future growth. Once the areas of growth have been decided, managers and employees should work together to write and set attainable goals to keep everyone on target until the next review session.
Sometimes managers shy away from completing performance reviews because they know it will bring up a performance issue in one of their employees – but avoiding issues doesn’t resolve them.
It’s best to train your managers to tackle these concerns before they are noted in the performance review itself, as a review should never be the first time an employee learns there is a mismatch between performance and expectations. When you suspect performance issues, it’s best to outline and begin a performance improvement plan (PIP) immediately to resolve the issue(s) and revise or reiterate expectations.
Typically companies complete performance reviews once (or multiple times) a year during a review period or they complete them based on the employee’s work anniversary/hire date.
If completing all performance reviews at the same time each year is putting an undue burden on your managers and productivity, consider using an anniversary date review instead. This allows the reviews to be spread throughout the year and may reduce a “collective anxiety” that often occurs when everyone is going through a performance review at the same time. It also allows your managers to have more meaningful and intentional conversations since time isn’t limited by trying to schedule conversations with everyone in the same timeframe.
Lastly, encourage a collaborative approach – by adding additional input to the review, you will receive more well-rounded and accurate feedback about the employee’s performance.
To do this, consider asking the employee to complete a self-review, which will be evaluated along with their manager’s review. This allows you to understand how the employee ranks themself, guards the conversations from being one-sided, and may open up additional feedback regarding expectations.
Additionally, you can solicit reviews from other people who have worked with the employee, both inside and outside the organization. Third-party feedback about the employee can provide a valuable lens to expand the conversation.
Regardless of how many times your team has completed the review process, there will always be room for improvement. Poll your managers about what is working and what isn’t – and make any updates to your forms and procedures before the next review cycle. Your performance review process should be consistently evolving into a more efficient, engaging and valuable tool for talent development.