Performance reports can be shorter, sharper and more succinct if they are frequent as each can be tailored to a specific time period. Determining the most appropriate frequency will depend on the specific circumstances of the team and might require a blend of different reporting mechanisms, such as a daily five minute verbal report plus a weekly one page written summary. Learn how to effectively provide feedback by studying a Diploma of leadership and management course - class info here
Performance appraisal is the process of systematically evaluating an employee’s performance and potential. The primary purpose of the appraisal is to discuss the performance of the employee and should not be used as a medium for punishment. Remember, the overriding objective of the performance appraisal is to improve the person’s performance. Performance appraisals are generally delivered in formal meetings in which the manager/ leader tells the employee how well they are performing and where improvements need to be made.
Every organisation will have its own requirements, policies and procedures relating to how often appraisals should take place; however, formal appraisals generally take place on an annual basis. These appraisals should be supported by ongoing evaluations and feedback, so that employees do not have to wait a year to find out whether or not they are doing a good job. Prepare for the appraisal meeting by gathering, analysing, organising and documenting information about the employee’s performance.
Some organisations hold formal evaluations every quarter in addition to formal annual appraisals. While the precise timetables for performance evaluations will vary from organisation to organisation, feedback and evaluations should be ongoing, not just an annual event.
Continuous feedback and regular evaluations ensure that progress is monitored, training and development is supported and communication is improved. Ongoing evaluations allow you to get to know employees and identify their strengths and weaknesses.
Regular evaluations provide an opportunity for pre-empting difficulties to either avoid them altogether or reduce their impact. They can also be used to clarify and reinforce information, procedures and expectations that are misunderstood, not universally shared or unknown. Employers are able to see issues from the employee’s point of view and consider making changes or alterations accordingly. They can then examine the way the organisation and management can help staff to achieve their work responsibilities.
Regular evaluations also allow the manager to discuss the employee’s progress since the last review. If supports that were previously put in place are not working, then alternatives will need to be identified and implemented. Such adjustments can be made expediently when reviews are regular, rather than waiting a year to see if changes or support structures have had the desired effect.
When employees receive ongoing feedback they will arrive at appraisal meetings with a clear sense of how well they are performing. Nothing that is said in a formal appraisal should be a surprise to employees. If they have been performing at a consistently high level, they will know it as a result of informal praise throughout the work year. If, on the other hand, employees have been performing poorly or they have had problems in a particular area, they should also know it as a result of feedback. They should not hear about performance problems for the first time when it comes time for their formal performance appraisal.