Join Todd Dewett for an in-depth discussion in this video Improving the review process, part of Performance Review Foundations.
No discussion of the employee appraisal process is complete without discussing how you might approach improving the process. Let's be honest, most employees and most managers don't enjoy the review process. So, making it more valuable and user friendly is an important goal. Your first target is training for the actual managers who'll be delivering employee reviews. Believe it or not, the vast majority of people who deliver reviews have not been trained to do so effectively. They need the right attitude and the right skills, too often managers have a poor attitude about the entire process, they feel it takes too much time and is it necessary? They need to understand the benefits associated with a properly executed evaluation in terms of clarity, motivation, and productivity.
They also need all the essential skills we've been discussing in this course. Some, they'll intuitively understand. Others, they won't. That's why training can be so useful. In addition, a special focus for any training has to be how to rate effectively. When using numerical ratings, people can be trained to provide more accurate and more useful data. They can avoid unnecessary errors such as misunderstanding the scales used. They can avoid various biases such as recency and primacy through proper preparation.
They can be reminded of the need to use consistent standards across people being rated. A little time spent upfront helping them understand how to effectively rate others can save you a lot of time later. One part of creating effective raters involves providing them aggregate feedback after a review cycle is complete. Feedback concerning average scores, ranges, and other quantitative data provides them a reference point against which they can judge how they rated others. In addition, they might receive timeliness data indicating how many employees and raters completed each step of the review process on time.
Likely the best type of feedback to collect is from employee participants. After the review cycle is complete is a great time to collect user input. You'll often see organizations use focus groups, town hall meetings, or various types of surveys. Sometimes overall satisfaction scores will be used, as well as scores for specific parts of the process. However, in my opinion, the best data to collect from review participants is narrative comments. Ask them a few useful questions and get ready to listen.
For example, imagine the answers you might receive if you use fill in the blank questions like these. What I appreciate the most about the review process is, fill in the blank. The one part of the process I would change is, fill in the blank. Asking for this type of feedback serves two purposes. First, it signals to your employees that you actually care and want to know what they think about the process. Second, data of this sort very often includes some of the answers you need about how to improve the process.
That leads us to the last idea, how to deal with changing the review process. It starts by looking at the review data collected and then the feedback data collected from the employees. After assessing all of the data, your goal is to target small, useful changes every few performance periods. Assuming you have a generally healthy system, small tweaks will be all that is required. Before making changes, send a report summarizing the data collected to all employees and include liberal amounts of actual quotes.
Don't sugar coat anything. They will respect your honesty. In the report, describe any upcoming changes and improvements, and be very clear that the reason for these positive changes is the feedback provided by the employees. And keep in mind, the goal is not to constantly enlarge the process. The goal is always to strive for shorter and easier to use. The review process might be a great example of a necessary evil. We all know that no formal infrequent discussion will be more useful than frequent informal discussions.
However, when executed correctly and improved periodically, the employee appraisal process can be a well respected value added part of performance management.
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The information contained in the following course is provided with the viewer's understanding that the course should not be used as a substitute for consulting a human resource professional at your company for specific guidance. Lynda.com and LinkedIn expressly disclaim liability for any damages, loss, or risk, incurred as a direct or indirect consequence, from the use and application of any content herein.
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- Understanding the performance cycle
- Setting performance goals
- Collecting performance data and feedback
- Writing the review
- Discussing performance with an employee
- Using a performance improvement plan (PIP)<br><br>
- The PMI Registered Education Provider logo is a registered mark of the Project Management Institute, Inc.