There is a grave misunderstanding regarding performance reviews. These vital documents are meant to review performance. However, many organizations use this tool to console, condemn, and criticize talent. I migrated to my current business solely because a former sales manager announced new goals and expectations after the delivery of a performance review. These goals were extremely unreasonable. Not surprisingly, they were not met and were then used as a termination tool. A source of frustration for many employees is the use of the performance review as a punishment rather than a corrective tool.
Policies and Procedures
Employees must know who they will report to, at what time, why they are doing their job, and who it affects. The most imperative principle — have the employee sign the document. Too many firms are using internal intranets to deliver policies. Worse yet, many have the employee click a button as affirmation for reviewing the document. There is little accountability and no good way of knowing if the information was actually read. Contemplate the human side. Get your employee to sign such documents with the manager present. There is little room for error with a witness present.
Job Description
The job description is another document that provides accountability. The description suggests hours of operation and areas of responsibility. While time consuming to develop, the document eliminates questions about responsibilities and tasks. Management surveys suggest obtaining an employee's signature.
Goals and Objectives
Supervisors that create goals can use them for performance measurements. To help make life easier for the supervisor, the goals can roll up into the annual performance review. Since there is a running daily or monthly record of accountability, goals help to make the annual process easier and more efficient.
Rewards
- Catch employees doing something right.
- Offer training to enhance performance.
- Provide flex time for a job well done and for extended hours.
Drew Stevens is a sales expert who assists your organization to sell and service clients in less time. Drew is the author of six books including Split Second Leadership, Split Second Selling, and Split Second Customer Service. Drew has over 150 articles on selling and service and is frequently called on by the media for his expertise. For more information, contact Drew at 877-391-6821 or drew@gettingtothefinishline.com.
