5 Reminders for Performance Reviews (Infographic)

Annual performance reviews – a managerial myth or a game-changer? Science sheds light on surprising truths. Uncover the groundbreaking strategies that can dramatically shift the effectiveness of your team's evaluations.

----

These 5 tips may seem obvious, but are you using them as a Manager, or better yet receiving them as a team member?

----

Set Clear Objectives and Expectations: Managers must set clear, achievable goals and objectives at the start of the review period. This helps in aligning the employee’s work with organizational goals.

Use a Balanced Approach: Focus on both strengths and areas for improvement. Recognizing achievements can motivate employees, while constructive feedback on areas of improvement guides development.

Two-way Communication: Encourage a dialog rather than a monologue. Performance reviews should be interactive, allowing employees to express their views, concerns, and aspirations.

Regular Feedback: Instead of waiting for the annual review, provide regular feedback throughout the year. This helps in timely course corrections and keeps employees aligned with expectations.

Development-Focused: The review should not just be about evaluating past performance but also about planning for future development. This includes identifying training needs or career advancement opportunities.

-----

Some Science about Multisource Feedback (or 360-degree feedback) which might surprise you.

The study "DOES PERFORMANCE IMPROVE FOLLOWING MULTISOURCE FEEDBACK?" by James W. Smither and others found that getting feedback from different people at work helps us understand how good a leader is. However, this feedback doesn't always lead to big improvements in how well people perform their jobs. So, while it's helpful to get opinions from various sources, it doesn't guarantee that a leader's performance will get much better.

Smither, J. W., London, M., & Reilly, R. R. (2005). Does performance improve following multisource feedback? A theoretical model, meta‐analysis, and review of empirical findings. Personnel psychology, 58(1), 33-66