We”™ve had an employee for six months now and we have some questions about whether she”™s going to make it. She”™s probably due feedback, but I hate doing reviews. I think I know what you”™re going to tell me, but I”™d like to hear it anyway.
It can be tough telling someone they”™re not cutting it. Some managers avoid discussing concerns for fear an employee will quit. Others are uncomfortable providing negative feedback or seek to avoid confrontation. Whatever the reason that stands in your way of giving fact-based feedback, get over it.
Employment is a two-way street. Reviews are essential to keep everything above board and on track. It”™s important for everyone involved to find out if this is the right job fit.
Clear-cut goals
Both you and the employee have responsibilities. First and foremost is telling an employee where he or she stands. Clearing the air is actually easier than sitting on top of the internal turmoil and poor performance that results from knowingly avoiding giving feedback.
So many times I”™ve seen a real mismatch in expectations and understanding. The employee thinks things are going OK, the manager is really unhappy. Or vice versa. The only way to get things straight is to talk about how things are going, then commit to working out the kinks or agree to go your separate ways.
Part of the employer”™s responsibility is to provide factual, useable feedback at routine intervals. Offer training to improve performance. Make sure managers are trained to provide support to match employee development needs. Listen carefully when an employee has feedback for you.
The employee”™s duties start with mastering the job assigned. Employees are expected to engage. They must request help when needed and make changes in order to achieve higher outcomes. Encourage employees who point out legitimate improvement opportunities.
Do”™s and don”™ts in reviews
There are a few common mistakes when it comes to doing reviews. The biggest mistake is not reviewing performance often enough. Another mistake is letting things get personal. A third is not being specific enough.
If possible have the direct supervisor observe and discuss performance throughout the week. Back that up with weekly and monthly recaps of progress. Write up results at least every six to 12 months.
Both employer and employee are expected to maintain an atmosphere of respect at all times. Keep the tone businesslike, avoid personality clashes and personal judgments. Focus on the tasks at hand. Assess performance against a scale that is specific to the job requirements and outcomes.
When informally reviewing performance, be sure to ask employees to stop what they are doing so they can listen attentively. Ask employees to repeat back what they heard. Be prepared for discussion, which will lead to clarity for both employee and manager.
When it comes time for a formal review, have a place to meet for an uninterrupted discussion of how things are going. Ask employees to bring written notes to share what they”™re thinking. Be prepared to discuss the positives and negatives of what”™s going on. As the manager, share your written notes and listen to what the employee has to say. Agree on what happens next, put it in writing.
Misfit or committed?
Sometimes employer, employee or both, figure out that this isn”™t the right job for the person doing the work. Misfits can come from lack of skill, lack of desire or lack of ability. As a manager it”™s important to point out if you think there”™s a misfit.
If the employee is committed, allow time to build skill and ability. Demand that attitude be 100 percent all the time. Do not accept excuses, as they are debilitating to everyone involved. Help employees explore the possibility of whether or not this job is right for them.
By now, I suspect you”™re getting the message. Do reviews, day in and day out. Your work force has great potential. Be willing to lead, challenge, encourage and provide honest feedback in order to fully tap into that potential.
Looking for a good book? Try “Perfect Phrases for Performance Reviews: Hundreds of Ready-to-Use Phrases That Describe Your Employees”™ Performance,” by Douglas Max and Robert Bacal.
Andi Gray is president of Strategy Leaders Inc., www.StrategyLeaders.com, a business consulting firm that specializes in helping entrepreneurial firms grow. Questions may be emailed to her at AskAndi@StrategyLeaders.com or mailed to Andi Gray, Strategy Leaders Inc., 5 Crossways, Chappaqua, NY 10514. Phone: 877-238-3535. Visit www.AskAndi.com for archived Ask Andi articles.
