Performance review tips for managers

Performance reviews are a lot like walking a tightrope: withholding positive feedback can discourage and doralise ployees, while failing to discuss probl areas can mean ployees never improve.Performance appraisals must be recurring events. In addition to providing ongoing feedback throughout the year, managers also must let staff know what time of year reviews typically take place. To ensure reviews are useful, practice managers should follow these tips.1. Allow enough timePerformance reviews are only valuable if practice managers and ployees are given the time and resources they need to prepare for th. Give staff the opportunity to identify their achievents from the past year and areas where they would like to improve.2. Keep files on ployeesWhen hiring a new staff mber, create a file that contains performance review notes. This serves to document the good and bad aspects of that ployee’s job performance and work habits.Use the file to catalogue accomplishments and also to track performance-related issues such as tardiness or failure to meet targets. The file will act as a record of its to be discussed at the next review.3. Solicit third-party feedback{{quote-A:R-W:450-Q: The review should be handled in a professional manner and treated as a conversation, not a lecture }}Practice managers shouldn’t rely solely on their own perceptions of an ployee, particularly if interactions with the individual have been limited. Seek feedback and comments from colleagues and others who work closely day-to-day with the ployee. Enquire about his or her strengths and weaknesses, as well as areas that have improved over time and special abilities.Ask specific questions such as how does he or she handle challenges and overcome obstacles and what contributions have they made to team-based projects? Does the staff mber se committed to continuing professional education and skills development? Compare the feedback.4. Sufficient time for assessmentDon’t wait until the day before a review to start tracking and critiquing a staff mber’s performance – this is unfair to the individual and will not give an accurate, comprehensive picture of his or her abilities and achievents. Instead, try to observe the ployee in a variety of situations over an extended period. Assess how well he or she manages both independent and collaborative assignments.5. Create a conducive settingChoose a quiet, private place for the review and schedule it at a time when interruptions can be kept at a minimum. When structuring the session, incorporate time for a two-way dialogue so that the ployee can respond to feedback and offer input of his or her own. To prepare for the meeting, organise all documentation – previous evaluations, comments gleaned from colleagues and other notes. Give the ployee sufficient notice to prepare also.6. Set the appropriate toneThe review should be handled in a professional manner and treated as a conversation, not a lecture. Open the discussion by talking about the ployee’s accomplishments and positive attributes. When it’s time to shift to negative or problatic areas, focus not on mistakes but on ways to improve performance.Most ployees will not be surprised by anything they hear during a review; however, if there’s a gap between an ployee’s perceived versus actual performance, be sure to explain the difference and suggest ways performance goals might be met. During the discussion, invite comments on any observations.Talk about future expectations and clarify job requirents and responsibilities. Enquire about the ployee’s professional-development goals and discuss how to work towards meeting th. Be courteous and tactful and focus on behaviour rather than personality when being critical. Rber that encouragent is the best incentive for improvent.7. Maintain an open doorployees may need time to digest the feedback from a review so encourage th to come back afterward if they have questions or concerns.If practice managers show that performance is not a once-a-year issue but a matter of ongoing importance, staff will focus less on the formal review itself and more on the feedback and guidance they receive. They’ll be motivated to see feedback as a way to help th with their performance.By preparing well in advance for performance reviews and developing a systatic, consistent appraisal process, practice managers can turn what could be an uncomfortable time into a chance to chat with team mbers and set goals for the future. Who knows? Both parties may start to look forward to these feedback sessions and the business will benefit as a direct result.