Though several months away for most organizations it s never too early to start thinking about one of the most important rituals that takes place between a manger and employee: performance reviews. These are formal opportunities for career development where you and your manger have a dialogue about your accomplishments, contributions, and goals (both met and to be set) and get feedback along with some kind of performance score.
The most productive performance review discussions are those that summarize previous informal discussions about performance.
The end of the year review allows consolidation of previous discussions in order to point out trends and patterns of performance. To truly achieve this overview, managers must discuss and keep track of progress throughout the performance period (e.g.
, the previous year). The employee needs to take inventory and ask themselves questions like; Have I considered what was accomplished and how it was accomplished? What was not accomplished and why?
Were expectations clearly established and the employee s job clearly defined? What resources/help were needed? Was there ongoing feedback throughout the year?
And was the desired accomplishment under the employee s control?
Preparation should also include meeting with a department head or other clients who work closely with the employee to get an overall assessment of performance and to discuss support needed. The manager and employee should identify an appropriate sample of internal clients/coworkers for feedback and the manager should solicit and collect the feedback before preparing the final yearly review.
Check with Human Resources if you have a situation like this to assure it is handled properly.
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