March is the most common time to sit down for an annual conversation around employee performance and evaluation. Although these conversations should not take place merely once a year, this is an opportune time to consider what should be discussed in a performance feedback conversation.
What is going well?
This is certainly a time to recognize and share strengths in the areas a person possesses. What can your employees continue to do that will result in further success? Conversations around performance are a time to provide reinforcement to ensure positive behaviors will continue. How can this person best capitalize on strength areas that are really working?
What can be improved upon?
No discussion would be complete without touching on areas where improvement is needed. Communicating alternative approaches is effective. It motivates employees; and is an essential part of any discussion. Some leaders shy away from this line of discussion as it can be uncomfortable. Failure to do this, leaves an employee left with an incomplete picture of performance and little information on how to improve.
What are the expectations for the next performance cycle?
As you talk about progress on previously set goals or objectives; it is only natural that future expectations will come up. What clarity can you provide on those expectations? How will you determine if the expectations have been successfully achieved? What type of measurements in terms of cost, quality, productivity, or timeliness can be clarified?
What support is needed from you (the leader) to be successful?
This is not about taking responsibility away from someone. It is about understanding what the person needs from you, the leader. Perhaps there is a resource you are able to secure or a barrier that needs to be addressed by you in order for the person to be successful. If they are new to a task, just being available to run things by you can make a significant difference. Be sure to get the employee’s perspective on this one.
What not to include: Surprises!
Don’t blindside employees with information in a performance review that you have never mentioned. Not only is it not helpful, but it can be demotivating. A better way to approach an annual discussion is to make it a culmination or summary of the year. This should include discussions you have engaged in throughout the time period. Saving up your insight and delivering it once a year creates missed opportunities. The employee could have been acting on your feedback in a more timely fashion. Make those feedback discussions well-timed, and have them in regular cadence. These discussions will have a solid impact, and you will see a strong professional employee.