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In the Boardroom
Date: Friday, November 18, 2011, 6:00am EST Using reviews to assist with employee growthPremium content from The Business Journal - by Ruth Kinzey, Contributing writerMost supervisors dread preparing for and giving performance reviews and frequently are tempted to take short cuts. Yet the absence of solid preparation and appropriate discussion time means a fruitful supervisor-employee assessment doesn’t occur. In this case, the associate misses the opportunity to gain insight into performance improvement and growth opportunities, while the company is likely to have one less engaged and motivated representative in the work force. So, how can a performance review be leveraged to enhance the company and your reputation while helping a worker grow? Use these tips to assist you: Nothing Should Be a Surprise. As a supervisor, it is important to address problems throughout the year. Don’t create a list of negatives to disclose during this annual process. If a problem occurs, such as sloppy work, repeatedly arriving late/leaving early, or rude behavior to co-workers or customers, the associate should be notified and the incident addressed with appropriate corrective action taken. Then during the performance review, examine positive trends or note the lack of a behavioral change. Create Balance. Praise and provide constructive feedback. If only negatives are shared, the associate’s self-worth and confidence can be undermined. Such a feeling could create animosity toward the supervisor and the business, which will likely be reflected in the work place. Remember that providing critical feedback is an art. A rude or disrespectful demeanor won’t create a positive mindset or desire for improvement. Establish Goals & Celebrate Success. Working toward a goal can be motivating. When the goal is reached or the task accomplished, success then can be recognized. Such acknowledgement – whether in the form of praise, pay, days off from work, promotions or an award – can create sustainable behavior. New goals can be established, linked to a person’s career growth and company objectives, and the cycle repeated. This creates a win-win scenario. The employee derives satisfaction from success, and the resulting high level of engagement builds brand ambassadorship. Be sure to work closely with the associate in the creation of next year’s goals. This will establish “buy in” and increase the likelihood of achieving the desired results. It also is the perfect time to enter into a dialogue about the correlation between individual performance and the success of the business. Listen. Be sure to include time to listen. The associate may have barriers that prevent exemplary performance. Whether perceived or real, these must be managed, so the employee feels empowered to execute duties effectively. Discuss Competencies. Acknowledging the skills and behaviors required by the position is essential before a determination can be made as to if additional training or coaching is necessary. Clearly defining expectations and job requirements ensures there will be no misunderstanding. This conversation can lead to improvement opportunities and job growth for the associate, so be sure to frame this discussion properly. Long-term career aspirations can be worked into the conversation, too. However, it is your responsibility, as a supervisor, to follow through or deal with the situation, if employee expectations are not feasible. Recognize Personal Style. Identify the employee’s unique traits and suggest how the individual could better leverage these qualities to become more successful professionally, enhance the department’s performance, and deliver better internal and external customer service. If the associate’s style creates issues with customers and co-workers or inhibits personal or company success, this is a good venue to address the topic. Developing associates committed to enhancing the organization’s reputation is important. Unfortunately, not every employee fits into the organizational culture; is motivated and engaged in the work place; or is interested in establishing a reputation as a high performer. When this occurs, reviews can provide critical documentation for transition discussions. On the other hand, well-executed performance appraisals, with proper follow-through, can contribute significantly to sustaining a focused, knowledgeable and motivated team that represents your brand attributes well; enhances your reputation as an effective supervisor; and helps employees feel empowered and successful. Ruth Kinzey is a corporate reputation strategist, consultant, and professional speaker. Want to hear more about a specific topic? She can be reached at (704) 763-0754. To read some of her blogs, go to the Resource page |
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