Tuesday, September 6, 2016

5 Elements in a GREAT Review

By Beth Roome, HR
It’s that time again… time for the mid-year performance review! A number of emotions might accompany this time of year: dread, anger, exasperation…

There are things we can do to make performance reviews more meaningful, regardless of how much you like or dislike the framework that has been established for completing and submitting reviews.

Elements you believe make up a good review process may depend on who you are. Are you the employee? Are you the supervisor? Many of you will be both depending on your position. So… what makes for a GREAT Review?

1. Feedback: Don’t complete the review in a vacuum; ask your direct report for input. What do they see as their top accomplishments? Where do they see room for improvement? Are there details in their plan they are struggling to complete? If so, what seems to be the challenge? Is the current plan providing enough challenge? Remember: your job as a supervisor is to facilitate your peoples’ mastery, autonomy and connection to the greater purpose for the work of CDPS. It begins with understanding where they believe they stand.

2. Personal observation: What have you observed? Be specific! Recognition as well as constructive feedback brings desired results when people have details to build on. With tight budgets, effective feedback is the most valuable commodity supervisors can provide. Keep in mind, all feedback in a review document should be just that – REVIEW. There should be no surprises in mid-year or final reviews. This is a time to capture those things discussed during the previous review period and changes observed. If there are problems which have not been discussed face-to-face, they should not be included in the review.

3. Customer Input: What have you heard from internal and external stakeholders relevant to this review? Include it! Ideally, positive communication regarding CDPS employees should be forwarded to the HR inbox to be captured in personnel records. Everyone appreciates knowing their work is valued.

4. Dialog: When schedules are tight, meaningful conversation frequently takes a back burner. Twice a year (if not more often!) stop. Talk. Ensure that things in the world of work are progressing in a way that provides both job satisfaction and efficient delivery of anticipated outcomes. Make sure expectations from both perspectives are clear. Use this opportunity to have meaningful dialog and deepen your working relationship.

5. Inquiry: Ask for feedback on your effectiveness as a supervisor. What do they see as your strengths in this role? Where do they see room for improvement? What could you do to better support them in the work they are doing? Regardless of how you feel about the current performance management process, if you incorporate these steps in this mid-year review, you might be pleasantly surprised at the outcomes!

Need more help, advice or guidance? Please feel free to reach out to Beth.Roome@state.co.us.

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