PERSONNEL REVIEWS AND EVALUATIONS THAT WORK
ATTENDEE PROFILE – Managers
The annual review is rarely effective due to infrequency, complexity and their mandatory nature. In many instances it is viewed by the person being reviewed as part of a disciplinary process instead of a positive developmental tool.
Reviews need to be less structured, more frequent and primarily focused on recent activity. Reviews can happen often in response to interactions in the field and in the office. Emphasis on positive impressions and focusing on one task or topic of actions needing improvement.
Managers will be instructed in frequent feedback to subordinates that are substantiated by recorded notes. Where possible these notes can be linked to a routine process such as expense reporting.
The new steps to employee development are linked to ‘on the spot” discussions. Right after the call or event the manager is trained to discuss their observations. These should be brief one “well done” aspect and one “not so well done” aspect. The manager will record this interaction in email format or other approved platform.
Managers will be trained in giving voice to the subordinate concerns about their role in the company and impressions of the managers interaction with them and or company policies and practices.
Subordinates will be exposed to the company wide process of frequent reviews to aid them in their professional develop- ment and a separate process from performance improvement plans or union grievance/disciplinary actions.
Subordinates perceive a genuine concern for their professional development and appreciation of their individual skills, personalities and aspirations. Surprise revelations about poor performance and lack of improvement or PIPs are significantly diminished.
Higher engaged employees create a more motivated workforce that leads to stronger efforts and better results.