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IMPROVING MARKET CONDITIONS mean that employee retention has yet again become a focus for most organisations wishing to retain their top talent. In challenging market conditions, appraisals can often be put on the backburner as more business critical issues come to the fore. Although understandable, this is not viable long-term as employees will soon disengage from the business if they feel that there is no clear strategy to progress in their role and their input is not recognised by the business.
A well-executed appraisal can be key in maintaining staff engagement and retention levels, ensuring that any areas of under performance are addressed, goals are agreed for the future and any issues affecting an employees performance can be discussed in a fair and objective manner.
The crux of a successful appraisal is ensuring that the managers who are conducting them are well-prepared and trained in this area.
It takes time to become a good at conducting these meetings – a good appraisal is one where appraisees do most of the talking, there is active listening from the appraiser, there is scope for analysis, emotion is taken out of the meeting and objectivity prevails, concluding with a consensus on future goals. To control such a meeting can be a skill in itself. Often appraisals can focus on insignificant points and be fuelled by emotion which negates the aim of the meeting in the first place.
Key elements of a performance appraisal are:
Measurement – having certain metrics which will enable you to assess performance against agreed targets.
Feedback – providing a forum to discuss performance, emphasising what has been done well and pinpointing areas of weakness which could be improved on in a constructive manner.
Exchange of views – the employee should be made feel at ease and encouraged to be as open as possible about how they feel their performance (of themselves and the company) has been. Employers should also be frank and honest.
Consensus – all parties jointly come to an understanding about what needs to be done to improve performance and overcome any issues raised in the course of the discussion.
Preparation for performance appraisals is crucial for both parties in order to be successful. Many appraisals are not prepared for well enough in advance and turn into “just another meeting”. Metrics should be kept relatively simple and serve as a guideline for what needs to be achieved:
The common mistakes typically made include:
The ability to give constructive criticism is an art form and you are looking for the fine line between telling an employee that their performance needs to be better and motivating them for the future. This takes practise, in particular for new managers who are keen to make quick changes and improvements.
If appraisals are carried out well, they can increase productivity greatly. All individuals need recognition of their achievements. They also need to review their weaknesses and put structures in place to ensure that there are opportunities to improve and excel.
Performance appraisals and salary reviews should be kept separate from each other. If an individual thinks they are going to be discussing their salary raise at the end of an appraisal they will rush through it, spending less time on discussing critical areas of their performance in order to get to the end of the conversation. Despite marked improvements in pockets of the economy, not everyone will receive a salary raise so it is hugely important in a performance appraisal to acknowledge and recognise achievements even if this does not translate in monetary terms.
In conclusion, employers should bear in mind that:
Louise Campbell is MD for Robert Walters Ireland.
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Most of the time your pay rise has already been decided before you ever get to your review. Its all about perception, always has been and always will.
If you feel a pay rise is justly due but may not be forthcoming, you should approach your manager some weeks in advance of the reviews.
Rather than threatening to quit (this can be implicit in you not being happy with your pay), bring to him/her a list of your achievements and improvements and think about how you could remind them of your value to the business.
Talking in detail about your personal financial hardships rarely convinces them you should have a raise.
Also do some research in to how much people like you earn in comparable jobs elsewhere. Point out your marketability, but avoid the “or else I quit” conversation unless you get nowhere and know you would want to and can get another job
I knew of someone who did that “or else” and their bluff was called and resignation accepted
I remember I did one lad’s performance review a few years ago who had big problems with time-keeping,when I asked him was he having issues making it into work on time (you don’t say) he looked up to think and said; ‘Well you know when you don’t like working somewhere,you’re not really in a mad rush to get in there in the morning’. I kept a straight face but it was funny as fook,don’t be too honest!
Managers should go on strike, imagine having to grade your own staff. You should demand outside, impartial reviewers. I am sure the Teachers will back you up!
For those of you who work in the public sector, an employee review is a meeting where your annual work performance is reviewed and quantified.
Which exists in the public sector too. Keep up the ignorant stereotypes!
Ya and we get them too bud
Except no increase or bonus. Only decreases since 2006.
Exactly. Public sector workers include nurses, midwives, teachers, cops, social workers, ESB technicians out in battering winds fixing supplies, etc etc. This notion of an elaborate gravy train is both frustrating and completely inaccurate.
We only fill out a form and hand it back.
Don’t hear anything back. So we lie our asses off, not going to be too honest when you’ve a 0 hour contract.
Then there are the managers who put off the reviews repeatedly because something more urgent has come up? What message does that send? That it’s a pointless charade. It didn’t take people long to get that. I’m still waiting for my 2002 review.
A lot of bad management out there it seems
My job stopped doing the performance reviews years ago because they were tied to a pay increase.
No pay increase for many a year now!
My manager is clueless anyway and the company I work for is a joke.
Never prepaid for anything and always acting on something after the fact
Whatever you say, say nuthin’
BE OF THE SAME CLICK, and drink in the same pubs???
Be related, be pals of relations, be lovers, be butt kissers, follow the same team, be pals of pals… etc etc…
I needed this info last week! Ah well. It went well in the end
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