How to do a good Performance Review
Hurry, lack of focus, a non-empathic attitude, and a mechanical approach to the process are the ingredients of a poor performance review. Obviously, a good performance review requires a diametrically opposite approach.
A few indicators to use to make the session of performance review useful:
Be prepared in advance:
Based on previous findings, the intention behind a performance assessment is to have a fruitful discussion. Significant preparation for the annual evaluation of a team member and the subsequent international recruitment in India includes a reference to old emails, memos, and other communications as well as mental notes about their performance.
Set a positive tone:
A manager should bear in mind that most employees tend to be anxious about their annual performance assessments, as their job is the source of their livelihood. Reaffirm that the purpose of the meeting is to help simultaneously benefit both the employee and the organization. A manager's last thing to do is create an atmosphere in which the employee feels trapped or confronted.
Find the performance gaps:
The manager can proceed with their assessment of the employee's performance after the self-assessment. This should focus on the perceived achievements of the employee and their consistency with the performance objectives set in the preceding year. The purpose here is to identify gaps between the actual and expected performance. Employees should be made aware of how the organization is affected by a specific performance deficit or achievement/goal imbalance.
Form an action plan:
The employee should first propose a plan of action. At this stage, there should be no spoon-feeding from the manager. However, the manager should ensure that the plan is smart, feasible, and addresses the performance deficits that have been established.
Set new goals:
The discussion on performance review should lead to the setting of new goals or modifications to previous goals. Again, this is a two-way process that should take the skills and capabilities of the employee into account. The manager should explain how these goals relate to and lead to the organizational success of a corporate training company in India, and how if the mutually agreed goals are not achieved, the business would suffer.
Hurry, lack of focus, a non-empathic attitude, and a mechanical approach to the process are the ingredients of a poor performance review. Obviously, a good performance review requires a diametrically opposite approach.
A few indicators to use to make the session of performance review useful:
Be prepared in advance:
Based on previous findings, the intention behind a performance assessment is to have a fruitful discussion. Significant preparation for the annual evaluation of a team member and the subsequent international recruitment in India includes a reference to old emails, memos, and other communications as well as mental notes about their performance.
Set a positive tone:
A manager should bear in mind that most employees tend to be anxious about their annual performance assessments, as their job is the source of their livelihood. Reaffirm that the purpose of the meeting is to help simultaneously benefit both the employee and the organization. A manager's last thing to do is create an atmosphere in which the employee feels trapped or confronted.
Find the performance gaps:
The manager can proceed with their assessment of the employee's performance after the self-assessment. This should focus on the perceived achievements of the employee and their consistency with the performance objectives set in the preceding year. The purpose here is to identify gaps between the actual and expected performance. Employees should be made aware of how the organization is affected by a specific performance deficit or achievement/goal imbalance.
Form an action plan:
The employee should first propose a plan of action. At this stage, there should be no spoon-feeding from the manager. However, the manager should ensure that the plan is smart, feasible, and addresses the performance deficits that have been established.
Set new goals:
The discussion on performance review should lead to the setting of new goals or modifications to previous goals. Again, this is a two-way process that should take the skills and capabilities of the employee into account. The manager should explain how these goals relate to and lead to the organizational success of a corporate training company in India, and how if the mutually agreed goals are not achieved, the business would suffer.