Ah, the annual performance review. Whether you’re responsible for writing them or receiving them (or even both), it seems that not everyone is a fan of the process.
According to psychologists, us humans don’t respond brilliantly to negative feedback. Even the most motivated ones amongst us can leave feeling disappointed and demoralised following an annual review that includes ‘constructive criticism’ and can affect one’s performance in the subsequent quarter.
But that’s not to say that every review has to contain negative feedback. If you’re dealing with issues as they arise during the year, you may find that you are in a better position to focus on positive feedback when it comes to the annual review. Julie Rieken, vice president of marketing and customer experience at evaluation software company Trakstar states that “It’s a chance to document the year’s accomplishments, journal about accomplishments, understand expectations and celebrate progress.”
And whilst most advice you’ll read about how to deliver a performance review will suggest meeting face-to-face in a small room, with a small table so that there isn’t a large void between you and your employee, you may have remote members of staff that you’ll have to have this yearly conversation with. If that’s the case, you may find this article on How to have a difficult conversation remotely particularly useful.
So are these annual reviews really necessary? In her article How to make performance reviews relevant, business coach and former Fortune 500 executive Lisa Quast argues that “Putting your best effort into performance appraisals will result in benefits exponential to the time spent during the process.”
In the infographic below, courtesy of findmyshift, you’ll see the problems they have identified with traditional employee reviews and some tips on how to improve them so that they’re more beneficial to all involved.