Managers are the employee's lifelines to the organization in employee performance reviews

by on June 5, 2009 · 0 Comment POSTED IN: HR Info Center

Managers are the primary feedback communicators in employee performance reviews

The three questions on the yellow employee performance reviews.

First question in the yellow employee performance reviews:
What I have done for the company lately?

These boil down to two different things, accomplishments and disappointments.

Accomplishments are things you’re proud of, okay, things that you did that kind of stand off of your mind and you want to tell the whole story about. There are four bullets for the top four accomplishments.

In the disappointments- four things to stand out. And by the way, by disappointments are how could you have done things better if you’ve done them different, looking back on yourself with a critical eye.

Second question for employee performance reviews.
What have you done to yourself lately?

What we’re asking there is how are you better this year than you were a year ago? What new software can you operate? What new relationships you built? What new customers you establish relationships with? How are you more valuable today than a year ago when we talked last?”

Third question is what I always want to hear.
It is what would you like to be when you grow up?

Now again, don’t HR-fy this for me. I got to tell you, I understand that sounds a little casual like we’re talking to somebody. I would much rather have you apologize to people for being a little casual and tell them, “Hey, you know, this is the way we would normally talk with them. We’re not trying to lawyer up here.

Well, guess what, you may have noticed this. But we go to the market looking for employees and people show up. Those rascals, they bring with them, they’re personalized, their outside interest, their families.

Now, you can draw a firewall between their family life and their outside life and their job in which case, you’re going to have a hard time figuring out how to motivate a lot of your people.

Now, we’re not demanding that somebody come in here and tell you about their outside life but, you know what? It’s kind of important. And it’s important to let them talk about it if they need to, okay. Because sometimes, what’s going on with their family affects their ability and interest and passion for their job. And it changes. And it’d be nice to know where somebody is at – at the time you’re sitting down to coach them.

You’re going to find some people that you believe have the capability of taking on much more responsibility- don’t want it. Good time to find out before you invest too much more of them.

Other times, you’re going to find out people and you think clearly have no potential for advancement

That question is enormous for employee performance reviews. And that question is the secret to motivation for so many people, not everybody but most of us. When you figure out what they want in their future, that’ll help you a great deal in terms of how to approach them as a coach.

As a matter of fact, you will learn the more somebody wants, the tougher you need to be. And the less they want is the more, you know, you just have to decide – are they doing enough?

And if they’re doing enough, leave them alone.

Edited remarks from the Rapid Learning Institute webinar “No More Performance Reviews! – A Revolutionary Approach to Performance Feedback” by Gary Markle

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