For a long time in the working world, the standard in performance evaluation has been an end of the year one-on-one performance review between a supervisor and an employee. Generally this has entailed a written form with a scoring system the managers use to evaluate a number of items relating- ostensibly- to the employee’s performance. In many cases, the employee is asked to fill out a self-evaluation in the spirit of empowerment and self-awareness. At the conclusion of this evaluation, the employee may or may not receive a raise based on the evaluation.
Research has shown time and time again that this traditional system of performance evaluation is ineffective. At best, it does not accomplish much and at worst, it actually causes harm. More and more organizations such as GE, Microsoft and Accenture have replaced traditional performance reviews with different ways of supporting and developing employees. Results have been mixed but companies are slowly beginning to realize that we need to do better.
As we look toward a more effective system, we need to work within our current one as we close out another year. As I write this, it is already December and the clock is ticking on this year’s performance reviews. If you find yourself in an organization that still does them and you have yet to do yours, keep reading. The list below will help you avoid some of the most common performance review mistakes as you get through this year’s process and look toward a more effective process going forward.
*WAITING UNTIL DECEMBER TO BEGIN- Far too many managers and HR departments do not think about end of the year evaluations until the end of the year. In an already busy season, many rush through the process trying to complete all the steps in a hurried and ineffective manner. This results in a clear recency bias, as most managers report on their staff’s most current performance while completely disregarding the work done throughout the course of the year. This leaves staff feeling inadequately and unfairly judged.
How to fix it this year- Today, right this moment, commit to doing the best you can with what time you have left. Carve out ample time to write the most comprehensive evaluations you can and leave more than enough time for each meeting. Involve your staff in the process by asking them to send you a list of their accomplishments over the past year. This will not only help you capture all of their good work throughout the year, but it will also give them a sense of empowerment in the process.
How to fix it going forward- Meet with each member of your team on a regular basis. Depending on your organization and responsibilities this may be weekly, bi-weekly or monthly, but never less than that. During these regular meeting times, give and receive feedback and provide coaching on the employee’s stated and mutually understood goals. If these goals are neither stated nor mutually understood, start there. Be generous and sincere with praise and be direct and honest in your feedback of what needs to improve. At the end of each meeting, check for understanding to ensure that you are both on the same page about what was shared. Document it in a shared space (email, Google Doc, etc.) so your staff has access too. This will ensure accuracy and transparency, and come evaluation time you will have most of your review already written.
*INCLUDING NEW INFORMATION- Managers who avoid confrontation and/or those who have not made time throughout the year to adequately support their teams will often intentionally wait until end of the year performance reviews to share everything they should have been sharing throughout the year. This is damaging in multiple and significant ways.
How to fix it this year – Do not do it. Just don’t. Any items that have not been discussed throughout the year, should not be included in end of the year performance reviews, especially if they happened months ago. The rare exception (and you would have to make the case for it) is if something has happened since the last time you met with your staff and you simply have not had the opportunity to discuss it yet. You would still need to convince me.
How to fix it going forward- Meet regularly with your staff and be sure to share feedback in a timely manner. Yes, I am repeating myself, because meeting with your staff regularly is absolutely necessary to an effective working relationship and an impactful performance review process. During these meetings, share any and everything that needs to be shared. That way, when evaluation time rolls around, it will be the most boring conversation the both of you have ever had.
*GOING IT ALONE- In traditional, top-down organizational structures, managers are given all the power over their staff and judge them accordingly. In today’s increasingly flatter organizational structures, staff are increasingly expecting more voice and power in their work experience (and thank goodness for that). Managers are no longer the judge and jury but instead are part of a process in which staff are increasingly becoming agents of their working lives including how they are evaluated.
How to fix it this year- If you ask your staff to fill out a self-evaluation, make sure that time and effort are authentically implemented as part of the process. Multiple times, I have experienced a situation where I have been asked to fill out a self-evaluation, only to have the manager never read it. Or, in one case, I was asked to come to the meeting with my completed form only to find out that the final score and subsequent raise determination had already been sent to HR. We trudged through the meeting anyway with my boss telling me my score for each item followed by me sharing my score for the same item and proceeding to the next item since the scores were already finalized. Formal self-evaluations are not a necessary part of an effective performance review process, but staff input is. Whether you use them or not, be sure to invite staff to send you a list of their accomplishments throughout the year. This will not only help jog your memory but will allow them a chance to advocate for themselves and reflect on their own good work.
How to fix it going forward- Help staff get used to being part of their own process. Use coaching skills in your interactions with them. During these regular meeting times, ensure that staff is giving and receiving feedback each and every time. Have staff set the agenda for these meetings some or all of the time. Normalize this constant feedback and striving for improvement. Help create a culture of growth, honesty, and support. Invite staff to ask for what they need and seek their input on their own professional journey. Ask your staff what is effective and ineffective about the organization’s current performance management system and particularly your role in at as a direct supervisor. Invite them to share ideas on how to make it better.
*MAKING UP THE SCORES– As a supervisor, you have power and impact over your staff in how you conduct performance reviews. These reviews may influence your staff’s money and even career trajectory. They will also affect your relationship with them and their decision to keep working with you. As a result, it is important that your scores and comments are as fair and accurate as possible. Think through why you are giving the scores you are giving and have ample evidence and examples to support them.
How to fix it this year – Do not include anything in this year’s review that you cannot justify. One year, I received some scores that I did not feel were warranted. When I questioned my supervisor about them, she said, “Well, I can’t give you perfect scores on everything.” Scores should reflect performance, not personal feelings or any other reasons. Always provide examples. Remember, this is intended to be a reflection of the entire year, and no one should be judged in an entire area for one act.
How to fix it going forward- Be clear with staff regarding what they will be evaluated on, as early as their orientation. Make sure you are on the same page regarding goals and expectations and revisit these over and over again throughout the year. Pay attention to performance throughout the year and give as much feedback as you possibly can. Meet regularly with your staff and address performance issues as soon as they arise. Praise your staff every chance you get. If you do a 90-day review and/or quarterly/mid-year reviews use the same form and the same methods so staff get used to the process. Nothing about the process from the forms to the scoring to the raise structure should be a secret or a surprise. People’s lives and livelihoods are involved and that is a responsibility we need to take extremely seriously.
*GETTING STUCK IN THE PAST- Yes this is a review of the year that was but that does not mean you cannot talk about the year to come. In fact, you should. Performance reviews are a natural time to reflect and use those insights to plan for an even better year ahead. When highlighting strong performance, discuss how to keep it going and growing. When discussing areas of improvement, come up with a plan to get your staff the extra support they need to meet those expectations. Identify gaps and plan to fill them. Use the time intentionally and strategically.
How to fix it this year – Plenty of time to remedy this one. When you conduct your review, leave space to have a meaningful discussion regarding the year ahead. Open the conversation about the past year’s goals and how they need to be adjusted, if at all, going forward. An easy way to frame this conversation is to ask staff (ahead of time so they can prepare), what they would like to stop, start and continue doing in the year ahead. Frame the conversation around larger departmental and organizational goals to provide context and help staff understand how they contribute to the bigger picture.
How to fix it going forward- Same as above. Managing performance is a constant balance of what has happened, what is happening and what will happen. Managers and their teams should be discussing all of these and using their learning for improvement and growth. If you have not been doing it, this is a great year to start.
*MAKING UP YOUR MIND – If the final evaluation is already completed and shipped off to HR, be upfront with your staff about that and center the conversation around the information to make sure it is understood. If this is how your organization operates, work on changing it for the better, and in the meantime, make sure your staff is aware of it too.
How to fix it this year – Come to performance reviews with a strong draft that you are openly willing to adjust based on the conversation you have with your staff. Have a really great conversation with your staff, allowing them ample voice and input in the process. Incorporate their self-evaluations. The more collaborative, the more effective.
How to fix it going forward- Work with your organization on conducting performance reviews that are inclusive, transparent and effective. Make sure your staff is a part of the process and that everyone understands exactly how the process works. The goal is to make review time an opportunity to focus on recognition, praise and planning for better things to come.
*AVOIDING THE MONEY- Starting with the job search process, a number of organizations have tried to created an alternate universe where money should not matter. They do not publicize salaries, and they do not talk about raises and bonuses with their staff. It is strange and harmful to employees. Instead, be as transparent as you possibly can with staff about their money, including during the performance review process. Make sure they understand how the process works and be as clear as possible when it comes to what money they will or not will be getting each year.
How to fix it this year – I worked at a place that gave out raises every year. This one year they were not able to. They told managers conducing the reviews not to discuss it. I was able to convince my boss that this was not a great idea and that people had a right to know what was going on, especially because they would be expecting that raise. We finally agreed and told staff we would revisit the conversation in 90 days when the money would hopefully be available. Ninety days came and went and my boss did not say anything. When I asked about it, they said they needed some more time. It was never discussed again. This broke trust between management and staff and we were never fully able to recover it. Do not make the same mistake. Be as open and honest as you possibly can about people’s money during performance reviews and always.
How to fix it going forward- If your company’s policy is one of secrecy when it comes to how performance reviews are connected to raises, advocate for your team (and yourself) to do better. Finances are vital and personal and since most of us get our money through our jobs, we should have a complete understanding of how all of it works. Help your team increase their own understanding, and as a true leader of your team, advocate for your people.
*KEEPING IT TO YOURSELF- Because performance reviews naturally cause anxiety and because many people have trouble responding on the spot, it is helpful to show your staff their written reviews ahead of the meeting. It will help your team feel more prepared and comfortable during the meeting and come with well thought out questions and responses.
How to fix it this year – Let staff know you will be sharing your version of the performance review ahead of time and that it is not a final version. Ask them to read it before the meeting and come prepared with questions and comments. Let them know that the review is not yet final and can be adjusted based on the conversation. Let them know that you want to be as transparent as possible and give them voice in the process.
How to fix it going forward- Same as above. Be upfront about the process and all it entails. Do all you can to make the experience a positive and effective one. Wherever there is room to adjust to the needs of your staff, take the opportunity to do so.
In many organizations, performance reviews have become a formality that are a nuisance at best and a burden at worst. Staff are relegated to a passive role while managers judge them based on often arbitrary and not well thought out criteria. Supervisors scramble to complete forms and squeeze in meetings to check off the box that is end of the year performance reviews. By investing in the process and making necessary changes to it, end of the year performance reviews can and should be a time that everyone looks forward to with joy and excitement. It is a rich opportunity for staff to have dedicated time to hear about how important and valued their work is and how to continue to make it even better. For managers, it is an opportunity to acknowledge and thank their team members for all they have done.
There is not much time left in this year’s evaluation season, but you still have great agency in making the experience a positive one for your team. Do all you can to make your performance reviews as comfortable, rewarding and worthwhile as possible for your staff and for yourself. Honor your responsibilities to your team and do all you can to make this performance review season the best one yet. And then next year make it even better.
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