Performance reviews are a crucial tool for managers and supervisors. They are an opportunity to evaluate performance, provide constructive feedback, praise positive results, identify skill gaps, and set measurable goals for improvement.
Whether informal feedback provided at the water cooler or part of a formal performance review, such as those scheduled at a new employee’s 45- and 90-day marks, effectively conducting these reviews is important. This feedback allows managers and supervisors to communicate how much they value the employee and to demonstrate their investment in the employee’s growth.
Here are some tips to help make your performance reviews more effective.
PREPARE IN ADVANCE
Before the performance review, gather relevant information about the employee’s performance, including safety records, attendance, internal and external customer feedback, etc. Remember, showing up ill-prepared is disrespectful to the employee and may send the wrong message about how you feel about them.
SET A POSITIVE TONE
Schedule the performance review at a time and place that is convenient and conducive to open discussion. Encourage two-way communication and assure the worker that it is a safe environment in which to speak freely. Also, begin the review on a positive note by acknowledging the worker’s strengths and achievements.
IDENTIFY AREAS FOR IMPROVEMENT
Address any areas where improvement is needed. Areas may include tardiness, incomplete paperwork, accidents and injuries, roadside violations, and customer complaints. Be specific about the behaviors or actions that need to change and offer constructive feedback to facilitate improvement.
SET SMART GOALS
To address skill and knowledge gaps, set SMART goals that are specific, measurable, achievable, relevant, and time-bound. For example, a salesperson’s MVR shows an excessive speeding ticket in a company vehicle. One goal could be for the salesperson to complete a defensive driving course in the next quarter.
PROVIDE RESOURCES AND ASSISTANCE
If training and coaching are the solution, then consider providing the necessary resources so workers can achieve their goals. In cases where training cannot solve the performance gap, like attitude issues or the work environment itself, other approaches may be needed to help the worker succeed.
DOCUMENT AND FOLLOW UP
After the performance review, document the discussion and any action plans agreed upon. Consider having the worker sign off on the review to clarify expectations. Afterward, be sure to follow up regularly to see how the worker is doing at completing their goals.
Note: These lists are not intended to be all-inclusive.
CALL TO ACTION
- Develop a comprehensive program for conducting regular performance reviews.
The information in this article is provided as a courtesy of Great West Casualty Company and is part of the Value-Driven® Company program. Value-Driven Company was created to help educate and inform insureds so they can make better decisions, build a culture that values safety, and manage risk more effectively. To see what additional resources Great West Casualty Company can provide for its insureds, please contact your safety representative, or click below to find an agent.
© Great West Casualty Company 2024. The material in this publication is the property of Great West Casualty Company unless otherwise noted and may not be reproduced without its written consent by any person other than a current insured of Great West Casualty Company for business purposes. Insured should attribute use as follows: “© Great West Casualty Company 2018. Used with permission by Great West Casualty Company.”
This material is intended to be a broad overview of the subject matter and is provided for informational purposes only. Great West Casualty Company does not provide legal advice to its insureds, nor does it advise insureds on employment-related issues. Therefore, the subject matter is not intended to serve as legal or employment advice for any issue(s) that may arise in the operations of its insureds. Legal advice should always be sought from the insured’s legal counsel. Great West Casualty Company shall have neither liability nor responsibility to any person or entity with respect to any loss, action, or inaction alleged to be caused directly or indirectly as a result of the information contained herein.
