Planning for a productive performance review
By Ken Pelczarski, Contributing Editor | TLT Career Coach July 2024
The employer and employee should strive to achieve their own crucial goals.
You have probably received a performance review from an employer that did not go as expected. Perhaps you thought you were doing a fantastic job but were told that you have not been meeting expectations. On the other hand, maybe you have not been satisfied with your recent performance but were told in the performance review that you have been exceeding expectations.
The ideal outcome of a performance review is that the employee and the employer are on the same page regarding the employee’s level of performance as well as the employer’s level of support. If the two parties agree about past performance, they will be better equipped to move forward with clear goals and realistic expectations of each other.
Performance reviews are typically given by a direct superior and occasionally involve another manager in the line of command.
Frequency of performance reviews
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Annual reviews are most common.
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Six-month reviews also are common.
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Informal performance reviews are often provided on a more frequent basis. The advantage of this approach is that employees have consistent feedback with which to work.
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I have worked with clients who give a formal performance review after 90 days. This generally occurs when an employee is hired under a 90-day probationary period and is usually due to company policy, and not because of any special concerns about the new hire.
The most successful performance reviews are those in which both the employee and employer have done careful planning and preparation in advance. Each party should strive to achieve their own crucial goals in a performance review.
GOALS FOR AN INDIVIDUAL EMPLOYEE IN A PERFORMANCE REVIEW
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Bring documentation. Document your accomplishments and bring them to all performance reviews. Thus, there will be less chance of any debate about your level of performance. It is especially important to bring documentation if you have a new boss who may not know your performance history very well. This documentation also will provide you with added job protection in the case of any planned downsizing, merger or change in company ownership.
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Learn if your performance is meeting expectations. This is a critical part of the performance review. You and the employer should walk out of the review in agreement about your recent level of performance. Have your documentation handy and be prepared to compare notes with the employer about specific projects and your record of meeting deadlines.
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Learn where you have fallen short of expectations. It is extremely important to learn where the employer specifically thinks you have not performed up to par. Make a strong effort to come to an agreement with the employer regarding what projects have not been successful in meeting goals and deadlines. Ask the employer for ideas on what you can do to satisfy objectives and meet expectations.
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Learn where you have exceeded expectations. It is helpful to know where the employer believes you have performed beyond expectations. This information will enable you to better satisfy the employer in the future by repeating those actions that have made you successful.
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Ask where improvement is desired. Learn about specific areas where the employer thinks you can improve your performance. This should be discussed whether your job performance has been satisfactory or it has not met the expectations of the employer.
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Clarify future goals. Be as specific as possible in discussion with the employer about what goals are expected to be met between now and a mutually agreed upon time. It is advisable to break down goals into shorter time increments to better keep track of progress. These goals should be put in writing with both parties retaining a copy so that nothing is forgotten.
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Request modification of goals as necessary. You may believe that you have done everything in your power to achieve goals, and still your job performance has fallen short of employer expectations. You may have been pulled in other directions outside your job scope, or you may have worked in a team in which others have not carried their weight. You may be having temporary health issues or are taking care of a sick relative. In these cases, make sure the employer understands why goals have not been met. In addition, you may need to ask the employer to set more realistic goals.
• Ask for an explanation of management or policy changes. A performance review is a two-way street, so do not be hesitant to talk to the employer about changes to the work environment that have affected your ability to perform at a high level. You may have a new direct boss or there may have been other changes in top management or policies that have made it difficult to operate in the ways you have done previously. Attempt to set mutually agreeable goals that consider recent changes.
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Discuss possible promotion. A performance review is an excellent time to discuss with the employer how your potential growth path and its timeline is viewed within the company. Convey your desired growth path and discuss what you need to do for this growth to materialize.
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Request a raise as warranted. You can certainly discuss a possible raise in a performance review, especially if you and the employer both agree that your performance has far exceeded expectations. Keep in mind, though, that raises are typically annual (other than some merit increases) and are decided outside of the performance review environment.
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Stress your job satisfaction. Emphasize the positive aspects of your job and reasons for your overall satisfaction. If you have some level of dissatisfaction with your job, bring it up in a constructive way and convey your optimism about working through these issues with the employer.
GOALS FOR AN EMPLOYER IN A PERFORMANCE REVIEW
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Recognize and reward employee accomplishments. Especially if the employee has had significant recent accomplishments, it can work well to mention these successes early in the performance review. It should loosen up the environment for additional positive discussion. Be sure to mention how this exceptional performance has already been rewarded or what reward may be forthcoming.
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Bring supporting documentation. Just like the employee, an employer should take time preparing for a performance review and bring documentation of the person’s recent performance. This will lessen the chance of any serious disagreement about the employee’s performance level. Be specific with the employee about areas in which performance has suffered and in what ways there could be improvement.
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Provide written documentation regarding seriously subpar performance. It is extremely important to document employee performance that is far below expectations, whether it involves attitude, excessive absence, lack of motivation and/or capabilities to do the job. Written documentation is critical if the situation progresses to an employee dismissal. This provides the employer with additional protection in case the employee claims the dismissal was unfair. If the employee’s job is salvageable, the employer must make clear in writing what the employee needs to do to turn things around. Be sure to ask the employee if he/she is having any serious issues outside the workplace that could be affecting job performance.
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Set future goals and objectives. Based upon an employee’s recent job performance, set specific goals for a specific time duration. Ask for the employee’s feedback on these future goals and make sure the employee is buying into these expectations. The employer may want to set higher goals if the employee has been performing far above expectations. This should result in optimal job performance. If the employee feels that certain goals are unrealistic, do not end the performance review without coming to a mutually satisfactory agreement. Put these goals in writing and have both parties keep a copy.
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Evaluate employees’ level of job satisfaction. It is not only crucial for the employer to evaluate employees’ job performance and capabilities but is equally important to evaluate employees’ level of job satisfaction. A happy employee will generally be more motivated to achieve at a high level. Attempt to dig deep and learn reasons why employees are satisfied or have some level of dissatisfaction. If an employee expresses any issues of concern, ask what the employer can do to support him/her and then make a promise to take appropriate action.
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Ask employees to evaluate management performance. An employer may gain valuable feedback from employees by asking how they think management has done in creating a work environment conducive to high morale and success. Try to garner what employees feel about whether management has negatively affected their ability to be productive and achieve success. An employer may be able to respond by making changes that can help employees reach company goals and objectives.
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Inform employees of their likely growth and career path with the company. If employees have achieved a great amount of recent success, the performance review is an excellent time to provide recognition and inform these individuals of realistic options regarding where they can grow in responsibility within the organization. This feedback to these employees should increase their job satisfaction to a higher level.
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Explain changes in policies, procedures and/or company management. As an employer, you owe it to your employees to be transparent about organizational changes that may affect how your employees conduct business and/ or how their performance is being measured. Provide details about important organizational changes and ask for their feedback. After listening to employees, you should be able to gauge their job satisfaction and their likelihood of achieving company goals. You can then modify organizational changes as needed based upon employee feedback and recommendations.
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e prepared to discuss a request for a raise. Performance reviews are not usually the place where a raise is offered to an employee. An exception is when the employer has a policy to combine the annual review with an annual salary increase. Many companies have policies to offer additional merit raises in cases of exceptional performance. When a high-performing employee makes a request during a performance review for a merit salary increase, it is generally best to listen closely to the employee, acknowledge their request and tell them you will get back to them after further evaluation and discussion with other management. Ideally you would have already been prepared for such a request and may be able to offer a specific salary increase on the spot.
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Motivate the employee through a common vision. Promote the “big picture” to the employee. Emphasize the vision and major goals of the organization and how the employee can be a key figure in influencing this growth. It can be a strong motivator when you recognize an employee’s outstanding performance and encourage him/her to work to their fullest potential.
Avoid the temptation to treat a performance review as a routine annual summary of job activities and results. With proper planning, a performance review can be a tremendous motivational tool for both the employee and employer that leads to working closer together to achieve common goals.
Ken Pelczarski is owner and founder of Pelichem Associates, a Chicago-based search firm established in 1985 and specializing in the lubricants industry. You can reach Ken at (630) 960-1940 or at pelichem@aol.com.