Your ability to conduct effective performance reviews depends on how you manage individual performance on an ongoing basis, as well as how well you prepare for, conduct and follow up on performance review meetings. Use this self-assessment to establish the extent to which your approach to performance reviews reflects good practice, and identify areas for improvement.
Task
Consider the following statements and rate yourself as honestly as possible. Once you’ve worked through all of the statements read the relevant interpretation of your performance review skills.
ASSESSING MY PERFORMANCE REVIEW SKILLS
Your ability to conduct effective performance reviews depends on how you manage individual performance on an ongoing basis, as well as how well you prepare for, conduct and follow up on performance review meetings. Use this interactive diagnostic to establish the extent to which your approach to performance reviews reflects good practice, and identify areas for improvement.
Task
Consider the following statements and rate yourself as honestly as possible. Once you’ve worked through all of the statements, read the descriptions at the end of the diagnostic to identify how you can improve your performance review skills.
Statement 1: I tend to book performance review meetings with my team ...
A. Around one week in advance.
B. A couple of weeks in advance.
C. At least one month (and I block out time to prepare for and write up discussions) in advance.
Statement 2: How long do you set aside for each performance review meeting?
A. One hour.
B. Between one and two hours.
C. As long as it takes.
Statement 3: I cancel/postpone review meetings ...
A. Very rarely - I am quite ruthless at giving them priority.
B. Sometimes - the unexpected does happen.
C. Often - that's life, you have to go with the flow.
Statement 4: How long do you set aside to prepare for each performance review meeting?
A. I tend to make notes over a few days, perhaps totaling a good couple of hours.
B. An hour or so.
C. Half an hour before the meeting.
Statement 5: Where do you conduct your review meetings?
A. In private - but urgent or emergency interruptions are necessary.
B. In private, but I am often interrupted by colleagues.
C. Wherever I can.
Statement 6: What material do you take to a performance review meeting?
A. All relevant evidence on performance collected throughout the year.
B. Recent examples of work performance.
C. I expect the jobholder to provide evidence of his/her performance.
Statement 7: Apart from confirming the date, venue and time, what else do you clarify with your team before the review meeting?
A. I ensure that every team member understands the process, the benefits and how they can prepare effectively.
B. I review if their objectives are up to date.
C. Nothing, I just confirm the administrative details.
Statement 8: I ensure that my team are aware of their responsibilities in terms of preparation and self-assessment by:
A. Being available to answer their questions if they ask.
B. Arranging a two way meeting.
C. I haven't really thought about this before - the official documentation should make this clear.
Statement 9: Have you ever addressed poor performance for the first time during a performance review meeting?
A. I try not to, but I can recall instances where I have used the meeting to tackle issues that have caused me concern for some time.
B. Never - there should be no surprises.
C. Sometimes - the meeting is quite helpful for raising problem areas as it is not always possible to give constructive feedback at the time.
Statement 10: I hold review meetings with my team ...
A. Once a year.
B. Quarterly.
C. As often as needed.
Statement 11: I encourage my team to keep their business objectives up to date ...
A. On an ongoing basis.
B. Quarterly.
C. Once a year.
Statement 12: I praise my team's performance ...
A. Regularly and whenever deserved.
B. Mid-year and during the performance review meeting.
C. Only when performance is exceptional.
RESPONSES
Statement 1.
The answer is C.
You should try to give as much notice as possible of the performance review meeting, so that the process does not feel rushed. Scheduling in meetings up to one month in advance will allow sufficient time for both you and the individual to prepare. Planning performance review meetings in advance will also allow you to balance the preparation, discussion and follow-up actions with your other responsibilities.
Statement 2.
The answer is C.
You should schedule in enough time so that the performance review meeting does not feel rushed - stipulating that meetings will last for one hour may not allow you to do this effectively. It is important for the individual to be able to open up and discuss all areas of importance, so you may find it helpful to have an estimated meeting duration which can then be extended if necessary.
Statement 3.
The answer is A.
Before canceling or postponing a performance review meeting, consider what alternative options are available, and whether the meeting can still go ahead. Postponing a performance review meeting, particularly where other options may be available (e.g. asking a colleague to provide cover) can leave employees feeling devalued and feeling that they are 'not a high priority'.
Statement 4.
The answer is A.
You should allow yourself plenty of time to gather your thoughts and develop an appropriate plan for each meeting. For each employee, you should think about their strengths and achievements, any areas for development and specific examples to provide feedback on.
Statement 5.
The answer is A.
Performance review meetings should always be conducted in private, as employees need to feel able to discuss sensitive or complex issues in complete confidence. Interruptions should be kept to an absolute minimum, so ensure that colleagues know that performance review meetings should only be interrupted in an emergency. The meeting room should be out of earshot of colleagues, so that both you and the individual are able to discuss issues in confidence. If a meeting room is not available, rather than postponing the meeting, consider getting out of the office and select an appropriate venue, such as a quiet cafe.
Statement 6.
The answer is A.
In order to build up a balanced picture of an individual's performance, it is important to gather examples of work performance over a period of time, e.g. over the course of a year. It is good news that you gather performance information over a period of time, as this will help to reduce the impact of the 'recency effect', where performance appraisal is based upon recent examples, (whether this is achievement or lack of achievement) which can distort the overall assessment.
Statement 7.
The answer is A.
If you fail to outline the performance review process to your team, or let them know how they can prepare effectively for it, individuals can feel disillusioned by the process, or that is has no real value. You should ensure that team members understand the performance review process, what is expected of them and how they can prepare effectively for it.
Statement 8.
The answer is B.
Scheduling a two-way meeting will help your team understand the performance review process and what is expected of them. A two-way meeting is particularly helpful for new team members and those who are new to the process or your management style. As you work together more, and familiarity with the process improves, you could send a reminder email with some tips to help individuals prepare for the meeting effectively.
Statement 9.
The answer is B.
It is important that there are no surprises during a performance review meeting. Poor performance should be addressed quickly, with feedback offered as soon as possible. This should be done by outlining the required standard of performance, assessing the individual's current level of performance and identifying and communicating to the individual what action needs to be taken in order to reach the required standard.
Statement 10.
The answer is C.
Performance review meetings should not be restricted to an annual event, and should have as many meetings as you and the individual feel are necessary under the circumstances. Remember that each employee is different, so you should take steps to understand and address their needs appropriately. Objectives should be reviewed to keep them up to date, and you should deliver regular, constructive feedback to keep employees focused and motivated to achieve their performance objectives.
Statement 11.
The answer is A.
If you ask your team to update their objectives annually, it is likely that they will quickly become out of date, and the process may consequently be viewed as a box ticking, paper exercise. Encourage your team to look at their objectives regularly, and update them in line with organisational, departmental and team changes.
Statement 12.
The answer is A.
It is important that feedback is given regularly, and that it is timely and as close to the learning event as possible. Employees need regular feedback in order to remain motivated, committed and productive.
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