Top Ten Tips for Mid-Year Review
1. Make the mid-year review a priority
Managers should give employees at least a week’s notice when scheduling the mid-year discussion and allow sufficient time for discussion (1 hour). Remember: book a private meeting space to have your discussion and avoid interruptions.
2. Ensure your expectations are explicit and communicate them often
There is nothing more frustrating for an employee than to spend an entire review cycle working toward goals that turn out not to matter. Make sure that you and your employee are on the same page as to the behaviors, activities, and skills he/she is expected to exhibit.
3. Preparation is the key to success
Employees should gather any documentation regarding their performance and be prepared to give their manager a self-assessment of their progress to date. Managers should come prepared to provide feedback and particularly if you are planning to deliver feedback on aspects of performance that need improvement; rehearse what you are going to say in advance.
4. Performance reviews are a two-way street
Performance assessments are not just the responsibility of the manager. Encourage employees to make the most of the mid-year review process by, soliciting on-going feedback and practicing receiving feedback. Propose a self-assessment, remind them that it’s ok for them to ask you to be specific in the feedback you provide and suggest they prepare a list of questions for they have for you in advance.
5. Decrease the element of surprise
Nothing in the formal review should be surprising to your employees. At the very least, they should know the exact criteria you will be using to gauge their performance. Clearly communicating employee performance goals, either during the previous formal review or during an informal meeting, reduces the “surprise” factor and increases the likelihood that the review will be perceived as fair. Additionally, employees will not feel the hard work they are doing is wasted and will have a better idea of the topics you will be addressing. Think about providing this in writing in advance of the meeting.
6. Remember the sandwich model of providing feedback
Emphasizing an employee’s strengths in formal reviews has the greatest potential impact on their performance. Managers should begin feedback with strengths, followed by development opportunities. Finish delivering the feedback on a positive note with a summary of the conversation that includes performance strengths.
7. All great conversations start with the ability to listen
Managers need to give employees a few minutes to reflect on the feedback you have provided and ask for their questions or thoughts. Employees need to be prepared to receive feedback and avoid becoming defensive. Listening is the cornerstone to developing rapport in any conversation and making oneself understood.
8. Guide your employees through the review
Start with gathering verifiable performance examples. Focus on consistent and frequent incidents, rather than on one-off examples. By grounding your discussion in concrete examples of effective or ineffective behaviours, there is less risk of discussing an employee’s personality which can actually damage performance.
9. Constructive feedback always comes with suggestions for performance improvement
Great employees welcome feedback as a source of motivation. Providing your employees with concrete suggestions will assist them in focusing on areas in need of development and ensuring learning opportunities align.
10. Great managers talk about performance every day giving timely (and useful) feedback to staff
The very nature of the review process timeline (having formal reviews occur twice a year) makes providing informal feedback a necessity. No manager can afford to wait six months to reinforce performance strengths or to correct performance lapses. By providing informal feedback throughout the year, your employees will not be surprised during their formal reviews and this will help improve the usefulness of the review process overall.
Material adapted from the CEB, Corporate Leadership Council. For more information on performance management at ESDC, please consult our iService page.