Performance review phrases leadership

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Performance review phrases leadership

Performance reviews are meant to help your employees perform better on the job. Pretty simple, right? Except that a recent Leadership IQ survey of over 48,000 CEOs, managers and employees showed that only 13% of managers and employees and 6 % of CEOs thought their year-end reviews were effective.

What’s the root cause of this and how can we turn it around so performance reviews become useful, productive, and meaningful conversations?

Two big reasons why performance reviews are ineffective:

#1: Lack of Differentiation: 96% of employees said that high performers should get more rewards and recognition than low performers, but only 18% said that actually happens. We see this in common scenarios like when employees with really bad attitudes still get really high performance appraisal scores, or when managers give someone really high marks and then six months later call HR wanting to fire them. Effective performance reviews evaluate both skills and attitude and deliver real recognition for being a high performer and real consequences for being a low performer.

#2: Boilerplate Phenomenon: Managers get bogged down with so many performance review tools and stock phrases (like “Mary is a team player…”) that feedback begins to sound generic and thus irrelevant, leaving employees wondering if the boss even knows what they did this year. Effective performance reviews don’t require pages of feedback, but people do need something real to work from.

How to turn performance reviews around:

Have adult-to-adult interactions: In most reviews, the boss assumes the role of parent (giver of permission, security, criticism and reward) and the employee of child (taker who has an emotional response to what the adult gives). Effective reviews require adult-to-adult interaction that firmly establishes: “We are two logical, independent and self- sufficient adults, one coaching the other towards better performance.”

Reorder discussions of performance, money & goals: Most reviews include three parts: a performance review, a money conversation, and a goals discussion, typically discussed in the same meeting. Positioning the money conversation first, ideally a week prior to the performance conversation, eliminates the distraction of: “How much am I getting?” and allows for greater focus during the performance discussion. Goals are ideally covered in a third conversation, to be done last, but if you can only have two conversations, first cover money and performance as one (with money first) and then have a separate goals conversation second.

Ask employees for their proudest moments: Different from a self appraisal in that it doesn’t ask about failure, asking about proudest moments makes sure you avoid the biggest employee de-motivator: missing the greatest things people did that year. Additionally, proudest moments signal the emotional tone of the meeting. If someone says, “My proudest moment is that I was only late to work five times this year” you know what kind of conversation you are in for.

Start reviews with your high performers: Build up your momentum by starting with the people you enjoy talking to most. Meet with high performers first and middle performers next. Saving low performers for last also helps insulate high and middle performers from any emotional toxicity emanating from low performers following their reviews.

Useful materials related to performance review phrases leadership

• http://performanceappraisal123.com/11-methods-for-performance-review

• http://performanceappraisal123.com/300-free-phrases-for-performance-review