Conducting performance review meetings is an important aspect of your role as a manager. Whether you have a couple of weeks to prepare for the meeting(s) with your team or a matter of hours, these tips will make sure you prepare effectively and can lead the meeting with confidence.
Organising the meeting
Consider if you want to cover both the performance review and the performance agreement elements in a single meeting. Some managers prefer to separate the two so that there is time to reflect on the review before agreeing individual business objectives and personal development plans for the coming months.
Book a suitable room and arrange a time to meet with your team member. You should allow plenty of time for the meeting itself so that it does not feel rushed. Remember to also set aside adequate time to write up the discussion and any actions that may be required.
At least two weeks before the meeting, brief your team thoroughly to ensure they understand the process, benefits and how to prepare effectively. Encourage them to reflect on their performance, and draft both their business objectives and personal development plan. Ensure they have a copy of the business plan relevant to your area of the business. You may also want to give them a copy of your key objectives for the coming year.
Preparing for a performance review
Look out the last performance agreement and personal objectives for your team member. Consider whether their objectives are still current and to what degree they have been met or exceeded. If this information is not available, as an alternative you may find it helpful to look at their job description and consider performance against the core elements of the role.
Refer to any previously agreed training or personal development plans.
Look out their last performance review and think through how they have performed and developed since that time. Refer to any notes you have made over the year to ensure you have a balanced view over the whole year. Avoid focusing on recent events.
If your organisation uses a rating or marking system for performance and/or promotion, ensure that you are familiar with these.
Reviewing your team member's performance
Once you have the necessary documentation to hand, block out some time to review your team member's performance in detail. You may find it helpful to consider the following questions as you conduct your review.
What is the overall purpose of their job and what are the main job responsibilities/objectives?
How have these been met? Do you have examples? Have any aspects of the job changed?
What have been your team member's key achievements since their last review?
What aspects of your team member's performance led to effectiveness and should be built upon?
In what ways has your team member's performance changed since their last review session?
What changes could be made to the job, or the way they do it, that would lead to increased effectiveness and development?
How successful have any improvement, development or training plans been as agreed at the last meeting? Has the training or self-development been effective, and how has this impacted on the job?
If you have a rating or marking system, after reflecting on the above points, consider how you are going to assess your team member. Ensure that you are able to clearly justify your assessment.
Preparing to make a performance agreement
Ask yourself the following key questions when preparing for your team member’s performance agreement meeting:
What objectives would you like to agree for the coming period?
Are you making best use of their skills and abilities?
Are they ready to take on additional responsibilities?
Would they benefit if they were provided further experience in other areas of work?
What direction might their career take?
What development, guidance and support do they need to help their work and further their career?
Just before the meeting
Arrange the seating and offer refreshments.
Transfer phones so that you won't be interrupted.
Put a sign on the door saying ‘Meeting in Progress’ or ‘Do Not Disturb’.
Ensure you have the necessary paperwork: your team member's current performance agreement, your preparation and any other supporting documentation.
In this article, we use the term performance review meeting; however, your organisation may use different terminology, e.g. performance appraisal or one-to-one meeting.
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