Organizational Learning has compiled some resources that can help you to hold more meaningful conversations with your direct reports during regular intervals in the performance development cycle.
Organizational Learning has compiled some resources that can help you to hold more meaningful conversations with your direct reports during regular intervals in the performance development cycle.
The guide is intended to provide a framework for managers and employees to have meaningful, in-person conversations. Managers and direct reports should establish an agreed-upon process and interval for using this form. The recommendation is monthly with a minimum of quarterly. Please ensure employee goals have been agreed upon before using this guide.
Exploration questions are available to help leaders and direct reports prepare for and shape each conversation. The questions are not a rigid set of required topics. They are positively framed questions built in collaboration with the Ross School of Business meant to spark exploration, planning, alignment and assessment. Please use them as they are most constructive, adjusting them or adding to them as helpful.
Accountability works well when there is an understanding of the benefits for each party. By gaining an understanding of your employee's passions, skills, and abilities, you can align their interests and strengths with your department's direction.
It is best practice to conduct mid-year reviews with all staff toward the end of Q2 or the beginning of Q3 in the current fiscal year. Quarterly reviews are even better!
Mid-year reviews provide a formal opportunity for a check-in with managers and employees relating to: (SHRM)
Providing positive feedback regarding accomplishments
Identifying and eliminating roadblocks to meeting expectations
Adjusting goals if organizational or departmental needs have changed
Discussing employee satisfaction to head off issues for valuable staff
Providing time for Manager/Employee exchange of ideas and recalibrate
One of the primary goals in preparing for a performance appraisal is to move you from an evaluation approach that was based on feelings, opinion and belief, to an appraisal that is based on fact and backed up by meaningful data.
Manager’s Guide to Mid Year Performance Management (PDF) - Ohio State University College of Education and Human Ecology, Human Resources
This worksheet helps managers give constructive performance feedback. It shows how to pinpoint specific behaviors or actions that an employee needs to change, and demonstrates how to prepare a road map for a clear conversation with an employee.
Delivering Difficult Feedback (PDF) - Advisory Board