Performance Review

Guide for Employers and Managers

Performance Reviews or Appraisals have changed considerably over recent years. Managers recognise the need to immediately tackle “poor” performance or conduct, without relying on an “annual telling off”!

Nowadays it is recognised that having a structured format in covering past performance and conduct in a constructive and objective manner is essential when managing staff. This is the opportunity to air what has gone wrong and more positively what has gone right over a 12 month period. Most importantly it is an opportunity to discuss how things can be improved in the future and what is required of both the manager and employee in succeeding when making change.

The key aim of conducting a Performance Review is to establish ways of improving future performance by setting targets and objectives to be achieved and to identify training or development needs. In order to make the process effective the review process should be a two-way collaboration between the Manager and employee.

S

U

C

C

E

S

S

A successful Review should

• raise standards of performance and efficiency

• strengthen manager/employee relationships

• motivate and encourage an employee to adapt to changes or new procedures, systems, methods of working

• improve communication

• set achievable goals and objectives

• set a basis for rewarding the employee with the potential of promotion, extra pay or benefits

• identify any coaching, mentoring, training or development needs

F

L

E

X

I

B

I

L

I

T

Y

Flexible Review Scheme

Managers should have access to a Performance Review system that is flexible, easy to follow and fits in with their style of management, whilst ensuring consistency within an organisation. Complex, paper driven schemes can be too onerous and hard work to follow through. There are some simple rules that do need to be followed:

• the scheme must have the commitment from all managers, especially the top level

• the employee should be appraised by their immediate line manager

• the Manager and employee should clearly understand the intentions of the Performance Review process and the stages involved

• the company’s long term plans need to be taken into account including any anticipated major changes in technology, structure, methods of working, new products, new equipment etc

• goals and objectives should be measureable and achievable and mutually agreed between both parties

• regular discussions or meetings should be held during the Review period

• careful consideration needs to be given to attaching pay awards to a scheme, ideally this should be detached from any developmental aspects of achievement

• the scheme should be fair, consistent and give equal opportunity to all employees

A

R

E

A

S

T

O

R

E

V

I

E

W

What to Review

Past

• has the employee’s knowledge , skill and ability been sufficient to do the job

• how adaptable and flexible have they been in carrying out duties or instructions

• what are the productivity, efficiency and effectiveness levels

The Manager should also consider attitude to

• work
• relationship with others
• judgement in using resources
• ability to work unsupervised
• supervision/management of staff
• achieving targets, aims and objectives
• good attendance and timekeeping

Future

• identify ways to improve methods of working, procedures, relationships, communication, efficiency, effectiveness, overall performance and conduct

• consider tools needed to assist positive progression, including improvements in technology, workplace equipment and environment

• establish motivators such as financial rewards, incentives, possible promotion

• identify training and development needs or other resources required

• schedule timescales and dates for future discussion

T

H

E

M

E

E

T

I

N

G

Carrying out a Performance Review

• ensure that the employee is clear about current job requirements

• prepare for the Review meeting

• conduct a productive Review Meeting and set “SMART” objectives:

Specific

Measurable

Achievable

Realistic

Time-based

• allow the Employee to give feedback in relation with to the Manager’ performance or conduct

• encourage the employee to identify ways of making improvements in the workplace, goals and aims are more likely to succeed if the idea originated from the employee!

• follow up with discussions and meetings during the Review period. These meetings do not have to be formal or paper based

P

A

P

E

R

W

O

R

K

Paperwork

All forms should be easy to understand and straightforward to complete

• a Review Preparation Form should be given to the employee before the Review Meeting, which sets out key areas for discussion or consideration. At the employee’s discretion this completed form may be given to the Manager before the Review meeting in order that the Manager has time to consider the employee’s opinion

• after the meeting a Review Form should be given to the employee, setting out agreed goals and objectives for the future, with timescales

• a Progress Plan is a useful tool, allowing for interim targets to be reviewed , updated or signed off. This gives a constant flow of information throughout the Review Period