5 mistakes made in performance reviews

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Performance reviews is so flawed.

Usually, performance reviews is done either annually or every six months. Some companies do them every quarter, which are definitely better, but in my opinion still not good enough.

I would make it to consistent than that. Employees crave feedback, and managers should be constantly giving feedback so that Employees is constantly improving.

Does.

Often, the annual performance review is-a-too formal, with an HR manager needing-be present, and a certain formality That's doesn ' t lend itself to an open, honest discussion.

Also, too often, performance reviews is done just for the sake of doing them, and there ' s very little follow up, goal SE Tting, or preparation involved.

This makes it a even bigger waste of time for both parties involved.

You can try more communication at work to gain a better sense of the employee.

I believe a lot in gathering consistent data over a long period of time, to has better content to work with for a perform ance Review.

I also think performance reviews should be more frequent than once a year. If you have the performance reviews, you might as well at least do them properly.

Here is 5 common mistakes made in the performance review process. 1. No Preparation

One of the worst things you can do as a manager are to show up to the performance review unprepared.

The message you ' re sending to the employee are that this isn ' t a important activity, and that's the wrong message to be SE Nding.

Take the time to prepare a list of questions to ask, feedback, goals you want to see the employee hits, some numbers to BAC K up to you ' re saying, etc.

If you do the properly, it shouldn ' t take the than a few hours to prepare all this data. 2. Bias

This one was actually hard-to-avoid, because it happens subconsciously, but as a manager you should try your best to avoid Any personal biases when reviewing someone.

Generally, if you like an employee, you'll subconsciously give them a positive review, and if you don't like them, you ' l L give them a negative review.

This is why I'm such a big fan using data to enhance your performance review, because it'll help and be more objectiv E. 3. Talking Too Much

While this is a performance review, and a chance for your to air your grievances with the employee, Don ' t talk too much.

Let's the employee talk and you'll learn so much more about what the problems is, or what's causing any problems.

This really shouldn ' t is one-sided. If the manager is smart, they would make it a interactive session with a lots of back and forth, and an open dialogue.

This would make the whole process less formal, which would lend itself to more honesty. 4. Not looking Forward

I understand that it's a review, but don ' t only focus on the past. Employees really care on personal growth and their career development, this is a great opportunity to discuss these thi Ngs.

Try to explain to the employee what their role could is this time next year, and set goals and a action plan for getting there.

Focusing the entire session on the past is a big mistake. 5. Looking at the

Naturally, as humans we tend to remember recent events + vividly, so a big mistake that's often made in performance rev Iews is isn't looking at the full picture.

As a manager, you'll focus on recent events, good or bad, and so in itself makes the review flawed.

Again, this is why I ' m such a big fan of using data over the long term to run performance reviews. Here's a video on how Kissmetrics uses Data:
Data driven company Culture with Lars Lofgren–officevibe

IF you collect data through the entire year, you have a much more accurate picture of the employee ' s contributions. Case Study of No performance Review

Adobe is an amazing case study of a company this used to implement rigid, corporate review processes, and then a few years ago, after realizing there is such little value in them,decided to get rid of the them for good.

Donna Morris, their senior VP of people found that the performance review process is so broken, and took so long to PREPA Re, that there is no value in it.

She mentions three things that were wrong with the performance review process:the feedback loop is too long It wasn ' t fo Rward facing, meaning they didn ' t look at a person ' s progress forward It pitted person against person

The third point she makes in the one, that interests me. If you ' re trying to make a collaborative culture, it makes little to no sense to the IT structured in a-a-to-be Employe ES is up against their manager.

They replaced the performance review with regular, one-on-one check-ins.

There is a lot of mistakes so people make on the performance review process, and it often stems from a lack of useful d Ata.

A much smarter idea was to use an employee engagement software to collect data over the entire year, so that your Performan Ce review is more accurate. What does Think about performance reviews?

Let me know in the comments!