October 2006

Setting the Table for Performance Feedback

  by Pat Zingheim & Jay Schuster

Most performance management processes call for a periodic formal review of skill, competency, and performance over the prior performance period. It is a formal opportunity for the manager and employee to discuss past performance and to plan together what should happen to ensure continued growth. Or, given expectations, it is a formal opportunity to set the stage for course corrections or managing the employee out of the organization. Whatever the performance management process, these suggestions universally apply:

1. The formal performance management should be based on the discussions and coaching sessions that occurred since the last formal review. The formal performance management discussion should not be a surprise to the employee getting the review.

2. The review should first address the criteria and expectations upon which the review will be based. This may include goals established at the start of the performance period and shared expectations relative to what should have been accomplished during the performance period.

3. Self evaluation by the employee is often the next step to take. This gives the manager and employee the chance to discuss how the employee believes performance progressed as evaluated against the measures, goals, and criteria to be used for performance management.

4. A review of the prior performance period and any discussions and course corrections taken since the last formal review is most often the next step. It is an update on the performance period and all the periodic discussions that went on between the supervisor and the employee. The goal is to make sure all understand the feedback and how it applies to the formal review process.

5. The formal review evaluates performance based on the agreed upon goals and how well the employee did relative to what was expected. It is a formal documentation of what went on and where the employee stands and suggests how the employee views the evaluation as well.

6. What happens as a result of the review is documented. That may mean that new goals and objectives are set and agreed upon and periodic discussions are scheduled in addition to the informal feedback and communications sessions planned. Whatever the next steps are documented and put into action.

7. Rewards, if any, are determined and communicated to the employee. They must understand the meaning of any reward, or lack of reward, granted and what is necessary to earn a reward in the next performance period.

Copyright 2006 Schuster-Zingheim and Associates, Inc.