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3 reasons performance reviews fail - and how to avoid `em
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3 reasons performance reviews fail - and how to avoid `em
When done properly, performance reviews will motive employees to do their jobs better and give them a concrete idea of how to do that. But too many managers fail to give the process the attention it deserves.
The majority of employees (57%) say they’ve never had a useful performance review, according to a survey by Harris Interactive. Those employees report their performance reviews have done little to motivate them or help them improve their work.
So what’s wrong? Here are the three most common mistakes managers make that limit the value of employee assessments:
1. Missing a key motivator
What do employees want out of their reviews? Aside from a raise, the main thing employees want to know is what career path they’re on, says consultant Laura Ford, speaking at the Society for Human Resources Management Annual Conference in New Orleans.
But one thing many reviews are missing is a discussion of what advancement opportunities may be available in the near future, and what the employee needs to do to make it happen.
2. Not going the distance
Too often, reviews for well-performing employees congratulate them on what they’ve accomplished and let the story end there. For example:
An employee meets a predetermined goal of boosting production by 10%. Her manager writes in her review: “Your production was lifted by 10% and you’ve met your goal.”
While that’s true, wording it that way makes it sound like she’s reached the end of the line. Instead, the manager should say: “You lifted production by 10%, which is a great accomplishment. You should continue the progress and try to reach 15% — or even higher — next year.”
That congratulates the employee on a job well done, while reinforcing the fact that there’s always room to move forward.
3. Failing to properly separate performance and pay discussions
Reviews are generally intertwined with a talk about salary. But raises should always be the last thing the manager talks about.
If pay comes up before the review is fully completed, it’s more likely employees will start arguing about the assessment instead of taking responsibility for their work. When the review is completed first, employees are more receptive to the manager’s critique.
Source:
http://www.hrrecruitingalert.com/3-reasons-performance-reviews-fail-–-and-how-
The majority of employees (57%) say they’ve never had a useful performance review, according to a survey by Harris Interactive. Those employees report their performance reviews have done little to motivate them or help them improve their work.
So what’s wrong? Here are the three most common mistakes managers make that limit the value of employee assessments:
1. Missing a key motivator
What do employees want out of their reviews? Aside from a raise, the main thing employees want to know is what career path they’re on, says consultant Laura Ford, speaking at the Society for Human Resources Management Annual Conference in New Orleans.
But one thing many reviews are missing is a discussion of what advancement opportunities may be available in the near future, and what the employee needs to do to make it happen.
2. Not going the distance
Too often, reviews for well-performing employees congratulate them on what they’ve accomplished and let the story end there. For example:
An employee meets a predetermined goal of boosting production by 10%. Her manager writes in her review: “Your production was lifted by 10% and you’ve met your goal.”
While that’s true, wording it that way makes it sound like she’s reached the end of the line. Instead, the manager should say: “You lifted production by 10%, which is a great accomplishment. You should continue the progress and try to reach 15% — or even higher — next year.”
That congratulates the employee on a job well done, while reinforcing the fact that there’s always room to move forward.
3. Failing to properly separate performance and pay discussions
Reviews are generally intertwined with a talk about salary. But raises should always be the last thing the manager talks about.
If pay comes up before the review is fully completed, it’s more likely employees will start arguing about the assessment instead of taking responsibility for their work. When the review is completed first, employees are more receptive to the manager’s critique.
Source:
http://www.hrrecruitingalert.com/3-reasons-performance-reviews-fail-–-and-how-
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