But that’s not always the case,” says Barron. We often assume that everyone wants to be CEO. “Oftentimes managers are evaluating performance without necessarily knowing what that person’s career aspirations are. “And it earns you the right to hold people accountable at the end of the year.” Listen carefully to your employees’ personal ambitions, as it will inform the way you assess their work. “You’ll see immediate improvement in performance because everyone knows what the boss expects,” he says. Grote suggests holding “performance planning” sessions with each of your direct reports at the beginning of the year, to discuss that person’s goals and your expectations. You must be clear from the outset how you’ll evaluate your employees. The performance review doesn’t start with a sit-down in the spare conference room. Hopefully your relationship can survive candid feedback.” No matter what kind of appraisal system your company uses, here are several strategies to help you make performance review season less nerve-racking and more productive. “Presumably you’re giving a tremendous amount of real-time feedback, and your employees are people you know well. Performance management is a process, he says. Beinecke Professor of Management at Yale School of Management. Evaluating an employee’s job performance should consist of more than an annual chat, according to James Baron, the William S. Deep down, it’s uncomfortable,” says Dick Grote, author of How to Be Good at Performance Appraisals. “What a performance appraisal requires is for one person to stand in judgment of another. For managers, the discussion is just as tense. But if you take the right approach, appraisals are an excellent opportunity to reinforce solid performers and redirect the poor ones.įor many employees, a face-to-face performance review is the most stressful work conversation they’ll have all year. The result: a mixed message that leaves even your best employees feeling disappointed. Say some positive things about what the employee is good at, then some unpleasant things about what he’s not good at, and end - wearing your most solicitous grin - with some more strokes of his ego. Drag each of your direct reports into a conference room for a one-on-one, hand them an official-looking document, and then start in with the same, tired conversation. It’s performance review season, and you know the drill.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |