Performance Reviews for Managerial Roles

December 27, 201611:29 am901 views

Every worker would sigh heavily upon hearing the words ‘performance reviews’. Employees hate it as a waste of time, managers think it as mere bureaucratic exercise from HRs, and new hires perceive this as a judging moment.

While everyone might have different viewpoints about performance reviews, however it becomes highly important for HR leaders to disseminate the true goals of performance reviews conducted.

Performance review or performance appraisal is a formal discussion between the senior management and the employee, aimed at holding productive discussions about the employer-employee performance during the annual period for example, and future goals.

While employee performance review is highly critical to boost company productivity, are performance reviews necessary for managerial roles as well? The answer is “yes.” It is equally important for HR leaders to review managerial positions and those in the managerial ranks, to see if they fulfill the job descriptions and responsibilities on time.

See: HR Challenge: Meeting Evaluation and Promotion Expectations of a Diverse Workforce

Below are some strategies to conduct fair and transparent performance reviews for those in managerial roles:

 

  • Preparation

 

Before conducting performance reviews for those in managerial ranks, it is important to be well-prepared with written reports and documents, and other logistics that will smoothen the discussion.

By choosing the right chair settings, everyone will feel relaxed and not feel that they are being judged.

 

  • Outline the meeting agenda

 

It is important to state clearly what will be the role of managers during the performance reviews, what issues will be brought up in the discussion, as well as the method of formal discussion to be carried out. Outline your core meeting agenda beforehand, such that managers can outline theirs as well.

Making a simple itinerary can act as an effective means to guide the meeting’s continuity such that the purpose of the talk is achieved and the participating team in the review does not lose the sense of direction mid-way. For example, towards the beginning of performance reviews you can present last year stats and figures, the past achievements, and the past drawbacks with scope for improvements identified then.

You can further ask the manager to self-review their current work and how they have progressed from the last review. After which, you can provide them with your detailed reports and discuss the evaluation together.

 

  • Encourage communication

 

Structured performance reviews should not be a one-way communication. You are facing managers with a sense of authority and pride, so instead of lecturing and talking about yourself, build an active conversation. This will be more effective to engage everyone in the dialogue. Each participant should take part actively in the discussion to prevent any miscommunication, or misrepresentation of information that might occur during overlaps.

 

  • Discuss challenges, success, and ideas

 

Invite the managers to talk about current challenges, how they deal with it, and the problem-solving solution for that. Talk also about their successes in handling difficult situations. Not only as a form of appreciation, but it could be a kind of self-encouragement that will motivate them to strive better.

Managers can also learn and get inspired from each other’s accomplishments. Besides, do not forget to ask for fresh ideas or suggestions on how everyone can contribute towards the future of the company.  

 

  • Close with a summary

 

Close the performance review discussion with key points that have been discussed. Do not be hesitant to ask for feedback from managers, about what they think about the performance reviews and how it will help them in their next jobs in the future.

Also read: Attracting Top Talent and Improving Employee Engagement are Top Priorities for HR in 2017