I look forward to my quarterly performance review (90 day
Game Plan) time with Sandra Wiley, COO and Jim Boomer, CIO at Boomer Consulting.
Not all my performance reviews have been stellar, but I can say they have always
been fair. Performance evaluations are important to the company, the management
and to me, the employee.
Almost everyone performs better when held accountable. Without
performance expectations, goals and vision from the company management,
employees will often fail. With performance expectations, employees will
perform better, be more efficient, feel a sense of accomplishment and develop improved
personal and job abilities. Employees
who feel forgotten, unnoticed, or lost in the corporate shuffle usually have
trouble staying motivated to perform well. If you expect excellent work from
you must provide constructive feedback and a support system to keep them
motivated.Quarterly reviews are a vital part of that support system. There
are many other motivational strategies, but other techniques are likely to fail
without periodic reviews.
Some managers are great at periodic
reviews; others provide little or no constructive feedback to their employees. Here
are several basic guidelines managers should follow.
- Begin with the end in mind.
- There should be a clear understanding of the
- Conduct the evaluation session in a setting that
is conducive to open communication -- private and away from interruption.
- Plan the communication; prepare the questions
you will ask and try to anticipate concerns. If applicable, provide questions
to the employee prior to the session.
- Begin on a positive note.
- Emphasize what you value, like and appreciate
about your employee.
- From there, move to discussing those areas that
- Never criticize without making specific
suggestions for improvement.
- Encourage employee comments throughout the
session. While it is important to
discuss past performance, significant time should be spent discussing the
future – more effective ways to accomplish essential job functions and goals,
and continued professional development.
- End with a plan of action.
Begin with the end
in mind. Provide a way for the
employee to feel comfortable and understand the specific nature and expected
outcome of the session. Boomer
Consulting, Inc. (BCI) has developed their own 90 Day Game Plan format
providing me a way to document my responsibilities at the beginning of the quarter
and to be able to make changes throughout the period. This form is filed on a
secure protected site within our company network where only Sandra, Jim and I
may view it. I am free to state what I want knowing only the appropriate people
will be able to view the information. When
I attend my 90 Day review, I know I will come out of there with a clear plan of
action for the next quarter documented in this form.
There should be a
clear understanding of the employee’s responsibilities. This may be the job
description, the evaluation form or game plan which should interface with the
company Strategic Plan. My 90 Day Game Plan provides a clear documentation of my
responsibilities and how I support the overall company plan.
evaluation session in a setting that is conducive to open communication --
private and away from interruption.
We meet together in our conference room behind closed doors and with no
interruptions. I know it is private and I can address any item without
reservation. The fact that I have their full attention and we will not be
interrupted is important to me.
communication; prepare the questions you will ask and try to anticipate
concerns. If applicable, provide questions to the employee prior to the
session. With our 90 Day Game Plan I can add items throughout the quarter.
Sandra and Jim may view this at their discretion and prepare questions as
needed. I enter my results and my next
quarter game plan prior to the session. During the session we review and make
changes as needed. It is more a planned
collaboration than a confrontation.
Begin on a
positive note. The first item in every
session is to review the previous quarter. Our form provides me a place to
evaluate my previous quarter’s accomplishments. I can indicate complete, on
target, didn’t happen, I am very proud of this, etc. By preparing my form ahead
of the session, I can "toot my own horn” so to speak and be downright honest
with how I felt about my results. Quite often I am harder on myself than Sandra
or Jim. This sets the stage for positive communication on other items that need
to be addressed.
Emphasize what you
value, like and appreciate about your employee. Reviewing the past quarter is a great way for
you to be specific for the employee. Where I am hard on myself, Sandra or Jim
may have a total different take on my performance. Like you provide value to
your clients; provide value to your employees by stating what you appreciate.
From there, move
to discussing the next quarter and those areas that require improvement. Both the employee and supervisor should
discuss from their perspectives how well goals were met and address
any performance issues. Our form has a place for "Next Course of Action” where
direction for improvement or change and be documented.
criticize without making specific suggestions for improvement. Quite
often fear of discipline or failure clouds a performance review. By preparing
ahead of the session, the discussion is usually less confrontational and more a
collaboration of ideas. One of the top
reasons for poor morale is uncertainty. Employees who perform well are
recognized and those who need to improve are provided the necessary tools and
instructions. Even constructive negative feedback gives an employee a sense of
certainty, which will help improve morale.
comments throughout the session.
While it is important to discuss past performance, significant time
should be spent discussing the future like more effective ways to accomplish essential
job functions and goals, and continued professional development.Ask their opinion about how you are
doing as a supervisor. Ask if there is something you can do to help them
succeed. Encourage and challenge your employees to excel, and provide a
performance improvement plan if your employee is not performing at the desired
End with a plan of
action. The definition of goal isthe end toward which effort is directed. What do we want from a
performance review…to come away with a plan and improved performance. When I
enter my performance review session, I look forward to discussing my place and
function within the company and to have specific recommendations from
management as to what they expect of me. I have that in the 90 Day Game Plan
reviews can be an effective and powerful way of creating more loyalty among
team members when they’re done right. Each employee is entitled to a thoughtful
and careful review. The success of the process depends on the supervisor’s
willingness to engage the employee in honest, positive, constructive
conversation and the employee’s willingness to collaborate and respond to this
conversation to reach their future goals.