Rave Reviews: 6 Top Tips

Rave Reviews: 6 Top Tips


Six top tips to make Performance Reviews perform for you.

It’s that time of year again.  One of high anxiety and awkward conversations.  No, your tax-return isn’t due, nor is your annual medical.  It’s time to conduct your company’s Performance Reviews.  You’d think with so many of us living our personal lives in the social media spotlight, we’d be comfortable having a light shone on our professional lives too.  And yet, most people simply dread sitting down with their boss to discuss their work.  It doesn’t have to be like this.  Here’s how to do it right.

  1. Keep it Simple: Don’t make your reviews too time consuming or convoluted.  Ask only a few questions and keep them relevant.  Did the employee do their job?  Are the company’s overall goals being met?  If not, what can be done to change this?
  2. Keep it flexible: Instead of officially scheduling reviews on set dates with set people, make feedback an easy process that can done by anyone at any time.  At the Catholic Commission for Employment Relations, staff have created a “Chat back” system.  Colleagues can contact each other with constructive comments whenever they like.
  3. Keep it Constructive: The whole point of reviewing someone’s performance is to build on strengths and tackle challenges.  Explain this at the outset, and should problems arise, search for solutions not blame.
  4. Keep it Chatty: Facilitate a discussion. It’s a great opportunity for you to get feedback on your organisation.   Ask your employee for their thoughts as to their work, and why things did or did not succeed.  Their responses might give you valuable insight.
  5. Keep it Casual: Don’t commit to performance reviews in your employee’s contract. This just ties you in to a procedure that works best when kept regular and informal.  It also leaves you open to litigation if you don’t keep to scheduled reviews.  Don’t make the process legally binding and please, please, please…
  6. Keep it away from the money: Don’t link a performance review to bonuses or pay. It can lead to unnecessary conflict among colleagues or foster resentment from otherwise content staff.

Performance reviews should be a collaboration not an interrogation.  They are an excellent way for staff to connect, identify obstacles, acknowledge triumphs, and share ideas.  Kept simple, flexible and constructive, Performance Reviews will quickly be seen as a point of opportunity, not a process to dread.

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