5 Steps to Real-Time Performance Reviews of Employees

On the list of things that are done for all the wrong reasons in organizations, performance reviews rank near the top. They end up being “check the boxes” exercises that have little influence on performance because they take place after the fact. The typical review is the equivalent of landing an airplane and asking, “Now, where are we?” It’s a little late in the game for that question.

One of the worst things about reviews is the use of numerical values to rate performance. You have probably met more than one manager who refuses to give the highest rating to anyone using the excuse, “I don’t believe in giving perfect scores.” Recently an employee of a major corporation related the bizarre example of this attitude in his recent performance review. At the end of the evaluation, his manager said, “Nobody scores that high,” then lowered the scores.

If the scale is 1 to 5 and no one ever gets a 5, then that means you’re a lousy manager. Why can’t employees ever hit the mark? What’s sad is that the boss who is afraid to acknowledge someone has met or exceeded expectations never quite understands why people quit trying to meet or exceed expectations. If you never give a 5 (or even a 4) when it is deserved, you create a culture where 3 becomes your standard of excellence. Mediocrity is not only acceptable, it’s as good as it gets.

On the flip side is the failure to let someone know that they’re just not getting the job done. Too many bosses are fearful of conflict or hurting feelings that they ignore bad behavior and poor performance, even when it’s detrimental to the organization. Once people understand that no one will ever call their hand when they fail to meet expectations, the tail starts wagging the dog. Guess what happens when a supervisor gives a 3 or a 4 when the employee deserves to be shown the door? Pretty soon you end up with a group of employees that makes The Three Stooges look competent.

The annual review is not going to go away, but the real performance review should take place in real-time every day. Good or bad performance needs to be recognized immediately and consistently. The manager’s role should be like that of a flight instructor. The employee’s role is like that of a student. The two fly side-by-side.

Clearly Define Expectations

There needs to be a flight plan with clearly defined expectations. The manager should ask the employee to complete a list of expectations of the job from the employee’s perspective. This should include what he believes the responsibilities are and what authority he possesses. The manager should do the same from the manager’s perspective. Then, have a discussion to reconcile the two lists until both are in agreement. The manager will learn what the employee believes he needs to successfully do his job.

Measure Behavior, Values, and Skills

Assessments should be completed to measure behavior, values and skills required for the job. Then corresponding assessments should be completed by the employee to see how they compare. This establishes a benchmark that helps the employee to understand his strengths and helps the manager understand how to capitalize on his strengths. It also identifies areas that need strengthening. Also, the employee has to be a good behavioral fit for the job. Coaching cannot remake someone into something he is not.

Communicate Constantly, Consistently

It is the manager’s responsibility to provide a system and process for constant and consistent communication. The manager has to coach the employee, not just evaluate performance to keep the plane on course. In my first job out of college, my sales manager called me every Monday morning. His questions included: What’s going on? How are you doing? What can I help you with? This provided him with what he needed to know to help me do my job. It provided me with the help I needed do my job.

Provide Specific Feedback

When employees meet or exceed expectations, they should be told they are on course. This needs to be specific. Nothing will inspire employees more to keep doing a great job than to hear from the boss that they are doing a great job. But, those words need to be sincere and true.

When employees fail to meet expectations they need to be told they are off course. If you don’t hear what you need to improve on, then the assumption is you are doing what you should be doing – or your boss doesn’t care. I know of a case where employees describe their manager as a wonderful person but do not think he is a good manager. They like him but dislike working for him because he gives them no direction. This creates anxiety for the employees and the manager.

Choose Your Direction

Employees need and want direction. How and when it is done is what makes the difference – for the employee, for the boss and for the organization. Reviewing performance should be a matter of constant course adjustments. If you wait until the end of the flight to make course adjustments, you will always be disappointed with where you land. Worse yet, someone else will probably be sifting through the wreckage to figure out why the plane crashed.

Topics Aviation