Formal Performance Review has Three Purposes

State the purpose and importance of this review:

• Explain that the purpose of the meeting is for the two of you to compare the individual’s actual performance in objectives with the agreed-upon performance standard.
• Emphasise that this discussion is a summary of the performance based on the information you have both been collecting over the past six-month/year period.
• The staff member has been monitoring his/her performance throughout the cycle. Explain that the person’s input is critical and that he/she has a lot to contribute to the discussion.
• Enhance self-esteem and encourage involvement.

Compare actual versus agreed performance results:

• For each objective, discuss and agree how actual performance compares to the level agreed.
• Recognise the person’s achievements by referring to positive examples you have been collecting throughout the cycle.
• If performance falls short of the objective, focus on the facts, not the person, to maintain self-esteem and reduce defensiveness.

Review successes and problems:

• When the staff member has met objectives effectively, ask him/her to illustrate the success by providing an example of performance. This technique enhances self-esteem and encourages continued or improved performance.
• Listen and respond with empathy when the person discusses successful performance.
• When the person has not met objectives, be sure to keep the discussion positive to maintain self-esteem.
• This is a future-orientated discussion, so you want to uncover causes of the problem and discuss what can be done about it. It won’t help just to rush into details.
• Listen to the person’s rationale and respond with empathy to show your concern and understanding.
• Whether discussing successes or problems, sharing your thoughts and feelings about the person’s level of performance helps the individual understand its effect on departmental or organisational goals.
• Discuss and agree.

Determine performance levels:

• You and the staff member should agree on ratings for objectives, which will be supported by the information you covered in the clarifying section.
• When rating, focus on performance, not the person. This approach maintains self-esteem, reduces defensiveness, and keeps the lines of communication open.
• If the person improved during the cycle, but did not meet the objectives, reinforce the improved performance in that related objective. This approach enhances the person’s self-esteem and encourages continued effective performance.
• The two parties might disagree on ratings. If this happens, answer any questions and discuss concerns. Be prepared to explain your reasoning and support your ratings with specific behavioural or result data.
• Listen empathically to the person’s concerns but avoid a debate. Instead, focus on opportunities for continuous improvement.
• Listening and responding with empathy also is important if the individual earns a high rating, it reinforces morale and motivation.