Performance Review Process
Posted on Thursday, January 24, 2019
Categories:
Human Resources
We love to measure all sorts of things. How long it took to
complete a task. How accurate or efficient was the task completed? The return
on investment (ROI) for either our time or finances. The concept of recording
stats and corresponding evaluation has been in existence for decades. (longest
NFL pass, tallest person, gross sales of the original iPhone). The Guinness
Book of World Records contains thousands of stats and world records since first
published in 1955.
According to Webster, performance is a noun stemming from
the verb perform which means to carry out or to do in a formal manner according
to a prescribed ritual. Performance is the execution of an action, something
accomplished, the fulfillment of a request or the ability to perform.
We all agree that “top performing people” are an asset to
any organization. How do we determine those that are top performing? This has
historically been accomplished by the performance review aka performance
appraisal method which is simply the documentation and evaluation of job
performance.
I’d like to share some thoughts on best practices to create
an environment of top performing people.
Begin with compiling all current job descriptions and then
conduct a job analysis by observing or asking current employees if the actions
being performed match those contained in the job description. If your
organization has multiple locations or is too large to accomplish this in-person, creating a survey will allow you to capture this same information. Once this is
completed, compare current job functions with the job description to determine
if there are duties or tasks that need to be added, removed, or updated in the
job description. With a clear job description in place, ensure both those
employees in the role and their managers have a clear understanding of these
duties and corresponding goals.
Front line managers, like a great professional sports coach,
are there to train, direct, encourage, and guide their employees towards
meeting the performance objectives or goals outlined in the job description.
These goals should align the mission, vision, and values of your organization
and also stir those employees to perform as if every day were the last 60
seconds of the game in which it’s a one-point difference.
The mindset shift from
being a “boss” to a “coach” will foster a different response from your
employees that will motivate them to perform at an invested-level in which your
trust in their ability to perform become an open and continuous exchange rather
than just an annual checking off boxes on the scorecard. You’ve trained them to
perform and carry out what they’ve been hired to do, and they have the
confidence knowing their coach is cheering them on and available to help them
over the hurdles should they stumble along the way.
Our organization operates as such, in that the formal annual
performance review process occurs in years 1 through 5 and then 5-year
increments after that. Employees at all levels have the freedom and opportunity
to discuss concerns, receive and seek feedback at any time during their
employment and it’s been a winning system for us as we celebrate our 80th year
in business!
Tagged:hiring, personnel, employment, HR Building, employee recognition