Performance review meetings have a primary goal of developing a plan to improve performance. Individuals should be fully involved in developing that plan, because they are responsible for their own performance and development. If it's not their plan, they won't be internally motivated to implement it.
Leaders should assume the role of coach to empower the individual during planning and implementation. Discussion about weak areas, reasons for performance problems and possible follow-up action provide the background for creating the plan. Leaders can coach individuals by supplementing discussion with observations, explanations, ideas and information about available resources.
What lower ratings may mean:
The people who gave you feedback may feel that the performance review sessions you hold do not help them plan for improved performance.
- You may not have a formal system for performance improvement planning.
- You may not feel it is your responsibility to help them improve.
- Perhaps you aren't sure how to help someone plan to improve performance.
- You may not know what developmental activities to suggest.
- You may not be sure what resources are available in the organization.
Recommended follow-up development actions:
- If the comments in your report do not describe in enough detail why you received a relatively low rating, consider asking the people who rated you for more specific examples of your actions.
- Perhaps the people who work around you expect more of you than you realize. Tell them that you want to help them plan for improved performance. Ask them what improvements they would like to see in the way you help them set goals for performance and development.
- Make sure you know what developmental resources are available in the organization. Get a list or catalog and keep it handy.
- Think of a time when you received a performance review that did not involve goal-setting for the future. How did you feel? What impact did this have on your desire to perform at your best?
- There are literally dozens of activities that can help a person develop professional abilities. Think about what has worked for you. Have a discussion with other leaders about developmental activities that have worked for them. Build a list of strategies that you can suggest to a team member.
- During performance review and planning sessions, involve the individual in planning for performance improvement. The best technique is to ask questions that will surface options.
- "What developmental activities do you think will help you most?"
- "What should you do? What is the best timing?"
- "What can I do to support you?"
- In your role of performance coach, feel free to make suggestions to supplement the team member's ideas. Examples:
- "You make an effort for a while, then you go back to the old pattern."
- "Maybe you need something to help motivate you."
- "I can arrange two or three weeks of cross-training, if you want."
- "Are you aware that we have videotapes about that in our library?"
- Help the individual set good (S-M-A-R-T) improvement goals. Be sure each goal is:
- Specific--concrete and detailed, not vague or general
- Measurable--quantifiable, so that people know when it is accomplished
- Ambitious--offers a worthwhile challenge, to excite people's interest
- Realistic--so that people really feel that it can be achieved
- Time-focused--milestones, so people know when it's to be achieved
- Regardless of the follow-up activities that are selected for an individual plan, consider your role in empowering individuals. What should you do to help them be successful?
- The end product of the performance review and planning session should be a list of activities with implementation dates. Planning calendars are useful tools for this purpose. Keep a copy for yourself.
- End the session with an affirmation. Consider doing these positive things:
- Express your support of the plan.
- Express your confidence in the individual to improve.
- Be clear about your expectations for performance levels in the future.
- Describe how you intend to empower the individual during the process.
- Encourage the individual to persist in the difficult process of development.
- Consider believing in and doing things based on these positive attitudes:
"Having a plan greatly increases the chances of achieving a goal."
"I'll be a coach for planning and implementation of performance goals."
Recommended Resources
Kirkpatrick, Donald L. How to Improve Performance Through Appraisal and Coaching. New York: AMACOM, 1988.
Rosner, Bob, et al. The Boss's Survival Guide. New York: McGraw-Hill, 2001.
Swan, William S. How to Do a Superior Performance Appraisal. New York: John Wiley & Sons, 1991.
