The New Way Of Doing Performance Reviews

The New Way Of Doing Performance Reviews
Doing performance reviews can be a bit of a hassle, here's way to do it faster.

Performance appraisals are usually the least favorite part of the job for managers. The preparation, documentation, and action plan is not that enticing. There’s a reason why it’s not included in a lot of job descriptions.

The employee that is being reviewed enjoys it even less, as it is understood to be a time to be critiqued by their leadership.

The best way to go about performance reviews it is to make them fast, short, and continuous. The rise of employee engagement platforms has helped to reinvent the way management does performance reviews. As they are serving as ways to collecting accurate information as fast as possible.

This has led for tools to be built that serve as ways to give quick feedback from employee to employee. But before you invest on feedback tools learn about some of the flaws with the current review process:

The Flaws With Performance Reviews

The traditional way of conducting performance appraisals revolves around that one-time situation where an employee and a manager sit down and conduct a review of their work to hear each other out.

If you’re a manager be wary of other peer’s observations toward an employee. They could be skewed and inaccurate, good or bad.

The major flaw is that it is a one-time ordeal that revolves around work, observation’s of a person demeanor, and balancing good and bad while showing respect. Manager’s have the horrid task of being completely accurate and unfair while balancing positive and negative things to say.

The most important thing to do as a manager is to deliver all of this information individually to all their employees while preparing, documenting, and most importantly coaching everybody in the right direction.

The human aspect behind it is, of course, the toughest. Giving people an evaluation and, basically, the approval of their work can make people feel disheartened. There can be a lot of flaws behind what people do and how they say things, so it’s important to make sure that you have the right leaders that are handling the message.

The best way to understand what is going on with an individual is to get the general consensus of what people think around him/her. It is the open and honest way. You can crowdsource this info or get continuous feedback of how the person works and what they can do better.

Crowdsourced Peer-Reviews

Getting the truth out of people may seem like a breach of privacy and trust, but if people would like to voluntarily give feedback on others it would get the unfiltered truth of what is going on around the office.

Using an online tool that can obtain feedback is one way of doing getting information for a review that can be beneficial for the team. Crowdsourcing information, while asking for a level of honesty and discretion can truly help people learn about how they work.

What can be measured, can be improved, and as long as there is high-level of respect among peers they will give good compliments and constructive feedback.

Constructive feedback can come in many forms.

It’s not just telling people what flaws they can fix, but what great qualities they have that can be improved on even more. One of the flaws that most leaders make is to tell people of their flaws and how to improve on them, but not tell them how to improve their strengths. If more focus were to be put on improving a great skillset instead of trying to improve weaknesses, there would be more key players.

Phrases To Use And Stay Away From

There are a lot of phrases that are used in corporate settings that would never resemble how people talk in real life.

Put things in layman’s term and talk to people how you normally would outside of the performance appraisal. This will be a key in order to improve the employee-manager relations.

If you’re an employee refrain from using statements that will make you sound like a disengaged employee:

  • “But that’s not in my job description,” or, “But that’s not my responsibility.”
  • “I deserve a raise,” or, “Can I have a raise?” or, “I should be making more money.”
  • “That’s what everyone says,” or, “That’s what my last boss told me, too.”
  • “Can I give you some constructive criticism now?”

Though the last one may seem like it’s appropriate for a 360 Feedback session. It’s probably best that you let the manager lead the way.

If you’re a manager, just don’t use the typical verbiage to describe people. Keep things light, complementary, and if possible, fun. Here are some phrases to change up:

  • Is proactive and resourceful.
  • Is disciplined and punctual.
  • Is an excellent team player.
  • Is a seasoned professional with versatile expertise.

Just keep things simple and let people know that they’re receiving a fair and honest review.

Should We Stop Doing Performance Reviews So Slowly & Inefficiently?

Collecting continuous peer-reviewed performance appraisals can lead to higher accuracy in reviews and make life easier for both managers and employees. What ways can the performance reviews be changed for the better? Let us know.

Jeffrey Fermin is a leader in the HR Tech industry, he spends his collaborating with multiple companies to help come up with solutions that will improve the modern-day workplace.

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