<h1>Annual Performance Review</h1>

In every organisation there are performance reviews and there will be informal and formal checking and monitoring of performance.

The information below is a guide or set of tips for managers who chair performance reviews in their organisation and this is how I get the most out of the review meetings (basically by asking A LOT if questions).

Traditionally managers would be used to looking at WHAT you have done at performance review. It is just as important, if not more important, to consider HOW tasks have been completed and WHY; thus assessing the workers behaviour along with performance and results.

The Aims

1. To engage with the employees, find out what they are thinking and how they feel about their job.
2. To discuss past/current/future organisational objectives and how they impact upon their role.
3. Discuss personal performance to date (ties in nicely with the Octopus development tool from earlier).
4. Discuss the future of their career and personal development.

Tips
Do not give away information...the chances are you will know the answers to the questions, but it is better to get the employee to think about the answers and respond.

Pre-setting

When arranging performance review meetings it is a good idea to give the employee some advanced warning. This way you have given the employee the opportunity to prepare for the meeting. Give them a copy of the notes from their review from last time so they can take time to figure out what they have achieved versus what was agreed previously.

The setting

You need to break down the formalities to make everyone feel comfortable.

1. Sit side by side...don't have the traditional set up where the manger sits across from the employee;
2. Get a drink or water or a cup of tea/coffee;
3. Give the employee some paper and a pen in case they want to write notes;
4. Explain that you are going to take notes about your discussion;
5. Give the employee an indication of how long the review will last.

Introduction

Describe the process to the employee and the structure of the meeting including the aims.

Starting off - the past

Go on to talk about the period between now and the last review (refer to notes from previous review)

1. How has your job changed in the last 6 months/1 Year - is this a positive change?
2. What do you feel you have achieved in the last 6 months/1 Year?
3. Have you met your objectives? Why/why not?
4. What challenges have you encountered?

Talking about now

1. Describe the job role that you fulfil at the moment.
2. How does your job fit in with the rest of the team/organisation?
3. What do you like the most about your job?
4. What do you like the least about your job?
5. Currently, what would you say are your main objectives?

Go on to focus on the objectives for the next period and provoke thought by asking questions, which may include: -

Customer Focus

1. How do you think your role impacts upon the customer service?
2. What do you currently do, in your role, to enhance the customer experience?
3. What would you say your strengths are with regards to customer service?
4. Do you have something unique that makes you stand out from the rest?
5. In your role, how do you think you can improve the customer service?
6. Do you feel that you really know what the customer wants?
7. Comment on the recent survey...why do you think we were rated as we were...do you think this truly reflects our service? Why/why not?
8. What kind of challenges do you face when trying to be as customer focussed as possible?

Meeting Targets

Rate your own performance from 1 to 10 - What are you measuring your performance against?

1. How do you motivate yourself?
2. How do you get things done?
3. Who measures your performance?
4. How do you make sure you meet your targets?
5. Are you an organised person?
6. Is there anything you feel that you could be doing better?
7. How do you organise yourself?
1. Do you prioritise your own work or does someone do that for you?
2. How is your work prioritised?
8. What challenges to you anticipate in meeting your objectives?
9. What challenges do you face in your day to day routine?

Behaviour

When we talk about be behaviour we are talking about professionalism and how that behaviour is tailored for people working inside and outside of the organisation; the customer and the people you work with.

1. If someone was to ask you what you do for a living...what would you tell them?
1. Do you promote the organisation outside of work?
2. What if I said to you "Act professionally"...what would that mean to you?
3. Do you enjoy your job?
4. Are you proud of what you do?
5. Are you enthusiastic about your work?
6. How do you feel about your job?
7. Why is it important to be professional ?

The working environment

1. How would you describe the current working environment?
2. Can improvements be made?
3. Are you doing everything you can to make sure there is a good working atmosphere?
4. Who's job is it to maintain a good working environment?
5. What do you think we can do to improve the working environment?

What about the future?

1. What do you see your self doing in the future?
2. What are your aspirations?
3. What do you feel passionate about?
4. What do you think you could be doing to improve your job?
5. Is there something that we do already that you would like to get involved in?
6. How do you see you career progress in the
1. Short term
2. Medium term
3. Long term
7. What kind of support do you think you need?

Tips

1. Follow up appropriate questions with 'why'
2. Do not give away too much...get them thinking by asking a lot of questions, for example: -
1. How does that make you feel?
2. Why is that?
3. What could have been done to improve that?
3. Normally with any question you ask you should have a good idea of the response you are going to 3. get. It's best if you know what you are looking for when you ask the question, then you can comment on anything that is missing, or elaborate on specific parts of the answer.
4. Feedback your opinion on performance with <em>constructive</em> comments.

Closing the meeting

1. Give an overview of specific areas including the agreed objectives for the following period;
2. Give praise where it is due and comment on areas that require improvement;
3. Make sure the employee has something to think about when they leave the review meeting;
4. Agree your next meeting date/time.

Managing the process

As before it is important that the manager is well organised.

1. Make sure you organise your notes
2. Make sure you read over your notes from the last meeting so you know what you want to cover
3. A day or so later, feedback to the employee with minutes of your meeting, detailing current objectives and agreed actions for both employee and manager.

Thanks for reading,

Chris

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