Douglas E. Welch Clips - The positives of performance reviews

The positives of performance reviews

By Douglas Welch

Originally published in Network World, 12/16/96

Performance reviews: The mere utterance of these two words sends many managers into grumbling fits and strikes fear into most employees. It doesn't have to be that way. Performance reviews can be an exceptional tool for rewarding workers who have done well and coaching those who need some help. The review process can also be an aid in properly documenting the actions of poor performers and supporting disciplinary action, but it should not be used merely for that purpose.

If reviews are done well, employees know where they stand, says Mitch Krayton, president of Digital Resources, a technical consulting firm for high-end publishing businesses. 'This can only be helpful. If the company culture is to condemn less-than-perfect performance, managers will always be dissatisfied because no one is perfect.'

When to conduct reviews

The first step in creating a successful process is to do reviews quarterly instead of annually. The speed at which technology advances can obsolete any goals you've set for workers concerning the operation of a specific product. Technology advances can also force you to abandon projects when a more functional way of doing things comes along. The result of all this change is that workers find themselves with new job descriptions several times each year. Also, the creation of such a high-stress environment can cause abrupt changes in productivity, job satisfaction and performance.

Poor performers need even more frequent feedback. Give these employees a clear description of the behavior that needs correcting and how they can improve. Revisit the issue in 30 to 60 days.Conducting reviews at the end of a project is also helpful. In addition to assessing the performance of individual employees, you evaluate the entire project so everyone can learn from successes and failures.

You must be consistent. Reviews need to be completed regularly, even in the midst of the usual chaos, says Rick Gundzik, president of Pacific Residential Funding, a mortgage brokerage in Brea, Calif. 'When the consistency of reviews falls, so does performance,' he says.

What to review

The most important part of any review is determining whether established goals were met. This means you should have already set clear goals that you and each worker agreed on. Use the review to reevaluate those goals and adjust them as needed. Goals must be measurable. You can establish, for example, that all net support calls must be handled within 48 hours, or that assigned projects be completed on time and adhere to predefined specifications.

There should be flexibility built into these measures, though. If interdepartmental bickering prevents someone from achieving a goal, you may not be able to hold your staffer at fault.

How to review

Just as staffers must be trained to do their jobs better, you must learn how to conduct an effective review. Here are a few specifics to get you started. Keep notes on good and bad behavior as it occurs. Communicate this immediately. You can write short memos of thanks for good work or improvement up-dates to those who need help. Also, use your notes when preparing the actual review. Reinforce good behavior as you remind employees of the bad. In lean times, praise may be the only thing you can give. Be specific. The notes you've kept should help you refer to specific events. Employees will feel more fairly treated if you provide solid examples to illustrate a point.

Do reviews on neutral ground. Reviews are stressful enough without the power dynamic of conducting them in a manager's office. Instead, hold reviews in a conference room or other private location. 'The person giving the performance review is generally the direct supervisor, and that involves power,' Krayton says. 'This power can be abused, and that is where the danger comes from.'

Cooperate with employees in setting goals instead of dictating them. Forcing employees into roles they don't want or understand can lead to bad performance. Consider using 360-degree review methods to gather input from all the people who deal with an employee.

Most of all, you shouldn't do reviews because they are required. Rather, find something useful in the process. It is the single most important method of conveying priorities and goals to employees. If reviews are failing, it may not be the concept that is wrong, it could be the implementation.

Welch is the former director of MIS for Hollywood Online, a major Internet content provider, and is now a computer consultant and freelance writer in Van Nuys, Calif. He can be reached at dewelch@earth link.net.