Performance Management: How do You do It?
I am very curious about how you handle performance management issues. I would love to read your comments on any of the following 6 questions:
- How do you make sure your employees receive feedback?
- How do you feel about giving feedback?
- What challenges do you have with feedback?
- When was the last time you received a formal performance review? Was it helpful?
- What is more powerful for performance: formal or informal feedback?
- What tips do you have for others managers, supervisors, or leaders to improve their personal approach to performance management?
I am now entering my last month with Slacker Manager. Thanks to all of you for reading and commenting.
Photo Credit: Performance review time again by http://www.flickr.com/photos/jmlawlor/2346047783/
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POSTED IN: management
7 opinions for Performance Management: How do You do It?
R. White
Sep 30, 2008 at 3:48 am
1. As a supervisor, it is your job to provide your staff feedback as to their performance. Both good and bad. Not doing so allows poor performance to continue (bad for all), and doesn’t reinforce the good performance (missing an opportunity)
2. I want & expect feedback from my supervisor, and I tell my staff up front that they should expect feedback from me, good and bad.
3. The biggest challenge is to take the emotional component out and insure that it is done in a nurturing manner that helps the employee to improve.
4. Its been a long-time since I’ve received a formal performance review. I’m far enough up the management chain that I don’t really expect such. If I have a supervisor who isn’t giving me feedback, I ask for it and proceed accordingly.
5. Informal feedback given on the spot and frequently is the most powerful. It is given timely so that it is directly related to the performance.
6. Treat your staff as you want your supervisor to treat you. Be up front, honest, direct, and timely with feedback. Treat each employee as an individual and use feedback as appropriate with each employee.
David Zinger
Sep 30, 2008 at 4:42 am
R. White:
Thanks for such a thougtful response to all of the questions. I appreciate the time you gave to this comment.
David
C.G.
Sep 30, 2008 at 7:22 am
1. I set goals for each project & person and I gauge their progress against those deliverables. Having those clear goals makes it easy for someone to define expectations - and it makes it easy for me to grade their progress. As I check each person’s performance against a goal, I comment on their efforts & progress to let them know I’m watching and seeing the good (or bad) they produce. So each week (or two depending on the project), as we review the project’s status, I give basic feedback based off their progress. But I’ve developed a habit to praise good work outside of meetings, too, so that my staff receives constant, healthy feedback.
2. I feel feedback is the most important thing a manager needs to do in their day. Without feedback, and the issues that come with it, that “manager” is more of a supervisor or a more experienced task “do-er.” And I love giving feedback! Giving feedback inspires and encourages people to do a better job. They work harder, faster, smarter, to keep up the good work (or correct bad behavior). They respect me more and appreciate what I say and do as a reward for their efforts. Feedback is a must if you want a win-win situation of happy productive workers and a healthy work environment.
3. Two challenges: 1. Timing. 2. Giving positive reinforcement to correct poor performance. For timing, you have to make sure you do it at the right time. Do it too early and you look foolish for giving feedback without results to justify the observation. Do it too late and you might not be able to correct bad behavior or, worse, create animosity between the employee and the manager. Never mistime the delivery either; praise in public, scold in private…. ALWAYS.
4. My company mandates everyone receive a formal performance review once a year. As a helpful guide, I give informal reviews at least once every 3 or 4 months.
5. Informal feedback is the most important for the reasons I mentioned above. You earn the respect and trust of your employees. It motivates them. It also keeps them happy and makes their jobs more enjoyable.
6. Golden rule: Treat others the way you want to be treated. Be honest & open. Provide positive feedback often & when deserved. Never scold in public (people resent you for it). Give clear objectives and set expectations early; review progress often. But maybe the best advice is to do whatever you can to let your employees earn positive feedback; give them every chance they can to succeed and they will.
CK
Sep 30, 2008 at 9:21 am
I have to agree with many comments here . What I would add is that feedback should be constant … along the lines of “the walking leader.” Try to catch people doing things RIGHT for a change rather then focusing on what they are doing wrong! In that mannor, you’ll have more people doing right!
Assessments should be continual. With those who need more directions as well as your high-competent employees. Just because your high competent employees are good at their job doesn’t mean they can be ignored! They like praise just like anyone else! Actually it is MORE important because outside employers could (or would) be looking to take them away from you!
Doing a continual appraisal means that there are no surprises when annual reviews roll around. It also means any behavior that needs correction is addressed before it becomes an issue.
Sue
Sep 30, 2008 at 3:04 pm
I have to agree with the posts here as well, and it is very inspiring to see that there are managers who take their job seriously and do it well. I would say that I very much agree that good and/or great employees can be easily overlooked in the praise department, because they are so good. Treating them “fairly”, with as much attention as your poor performers, is extremely important in employee engagement and retention. Make sure that it’s not just the “squeaky wheels” that are getting greased!
David Zinger
Sep 30, 2008 at 10:32 pm
Thanks to all of you for your thougtful and thorough comments. I will need to set some time aside to really look at them closely. I agree with Sue, it is inspiring to see how you do take performance management so seriously.
Mike King
Oct 1, 2008 at 3:54 pm
I certainly agree with the comments here as well.
An additional thought about measuring HOW you as a MANAGER are doing with feedback, I ensure that my directs rate themselves in various performance review areas when I do a formal review with them. This ensures that we have similar ratings and if not, I have obviously NOT communicated my expectations properly. The formal review is more helpful to me from this perspective than to my directs, as they are getting regular continual feedback like others suggested already.
I’d also suggest to ask regularly your directs what they want more feedback on and if they want more of it! Its REALLY tough to give too much feedback.
And finally, like CK said, positive affirming feedback is FAR more powerful than adjusting feedback and so the more feedback you give around the things people do well, the more work you will get that is done well. Unfortunately, most people think the other way around for this and it doesn’t work as effectively.
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