You Are Delivering a Written Performance Review to One of the Employees You Supervise

Use these HRMorning resource to brand your performance reviews valuable and actionable. They will help you understand what makes for an effective performance review and why information technology is so important.

Using these tools, which include process tips, key phrases and examples of written reviews for employees at diverse career stages, you'll exist ready to boom the review process, write superior functioning reviews and get the best piece of work out of your team.

Click to bound ahead:

• What is a Performance Review?
• What is the Purpose of a Functioning Review?
• Functioning Review Process
• Mail service-Review Development Plan
• How to Write a Performance Review
• Performance Review Examples
• Performance Review Tips

What is a Performance Review?

Performance reviews are, at their core, a communication channel between employees and their supervisors. While primarily focused on evaluating employee performance and setting ongoing expectations, performance reviews should likewise give employees a take a chance to share their impressions of, and expectations for, their work situation.

Ideally, that communication increases cooperation and agreement between supervisors and employees, thus enhancing both piece of work performance and the work surround. Those enhancements are reflected in better customer service, more engaged employees and improved organizational performance.

What is the Purpose of a Performance Review?

Whether conducted every bit an annual formal evaluation or a weekly check-in, operation reviews give employers and employees periodic opportunities to assess how well the employee'due south efforts match with near- and long-term goals.

They also are a risk to adjust goals to ensure they continue to align with any changes in the system'south strategic priorities.

In addition, functioning reviews guide the development of training plans to maximize the employee's strengths and accost any skill or knowledge gaps that might hold them dorsum.

Finally, while most organizations accept now separated performance and bounty discussions, the performance review should correlate with merit pay and targeted bonuses based on operation and with promotions.

Performance Review Procedure

The traditional annual review is on its way out at more and more than organizations, with increasing focus on continuous feedback and performance management.

Organizations are also refining the metrics they rails and the frequency of and style of communication between supervisors and employees.

And jobs, schedules and training are all getting more personalized.

Despite those very significant changes, performance evaluation remains a process that follows specific steps, beginning with careful preparation on the part of supervisors.

Preparing for the performance review

Hither are some of the key steps every supervisor should follow in planning a performance review. Many apply more directly to annual or semi-annual reviews, but yous should keep them in heed as a framework for assessing operation in any setting.

1. Review and update the employee's job description. You lot should do a detailed review at least once a year, and whatever time an employee'due south duties change. As part of a formal review, you should have the employee look at the description to assess whether it is accurate. You lot tin't provide a fair evaluation or usable feedback unless everyone understands and agrees about the employee's responsibilities. If responsibilities have changed since the last performance review, revise the description and share the revisions with the employee before you provide whatsoever feedback.
2. Take time to appraise whether job functions are still aligned with organizational needs. It'southward of import to regularly ask the tough question, "Do the reasons nosotros created this position still exist?"
   Do the tasks involved contribute meaningfully to achieving our brusk- and long-term strategic goals? Or were they put in place to accomplish things that're no longer needed or even slow us down? What should nosotros eliminate? Add together? Re-emphasize?
3. Revisit how specific operation is measured. Functioning should be evaluated co-ordinate to established and agreed-upon expectations – the list of specific outcomes that the employee knows they know you lot expect them to achieve. Where advisable, each of those outcomes should have a completion timeframe and, in most cases, that timeframe shouldn't exist more 12 months. Many organizations call these Key Performance Indicators (KPIs) or Objectives and Cardinal Results (OKRs).
4. Assess training and development needs. Employee goals should be fair merely challenging. Achieving some of them will often require new or improved skills. If existing goals included training, check the employee'due south progress towards completing the training and achieving expected competencies. If setting or resetting future goals, be prepared to talk over what training will be needed, and deadlines and required achievements and how the employee can access needed grooming resources. And go along in mind that there is only so much fourth dimension in each mean solar day/week/month/year. Employees will have to accomplish grooming goals while too achieving all their performance goals.
5. Remind yourself that you demand to be objective and fair. Y'all are assessing actual functioning, non predictable or potential piece of work performance.
   And it is critical that you don't let any personal likes and dislikes get in the way of measuring bodily performance.
   It isn't piece of cake for any of the states to e'er recognize personal prejudices, bias, or favoritism that might color an assessment. But remember: this is virtually more than only being fair. Yous also accept an obligation to avoid getting your organization into serious legal trouble.
6. Make notes. Fifty-fifty if you're but doing a quick bank check in, y'all should accept at least a brusque list of items to hash out with the employee.
7. Set a time. Whether it's texting "Have a infinitesimal this afternoon to review the week?" or scheduling ii weeks in accelerate for their almanac review, make sure the employee knows that y'all'll be discussing performance and has a run a risk to ready.
8. Focus. As much equally possible, focus on just one or two factors in regular feedback sessions. For more formal reviews, be sure you analyze the employee's performance against each factor listed on the functioning evaluation form.

Conducting the Review

The less formal check-in and feedback sessions typical of continuous performance management can happen nearly anywhere, whether at the employee's workstation, in the cafeteria or on a walk around the building.

Yet, even though the location and discussion might be more than casual, you demand to go on some basics in mind.

Near chiefly, whatever substantive performance give-and-take is a individual interaction between you and the employee. Scout your volume and be aware of anyone who's inside earshot.

Avoid interruptions. Whether the word takes 5 minutes or 20, avoid answering your telephone or responding to a text unless it is truly urgent. If you must break away, exist clear that you desire to continue equally before long as possible and make certain that it happens soon.

If the discussion turns to more than sensitive topics or but needs more than time, stop and reset. That may just hateful saying, "Allow's move this to the conference room" or require scheduling a longer meeting as shortly as possible.

When a operation evaluation requires a more detailed discussion, whether that's to go into more detail on something that came up in a check-in or a formal annual review following these guidelines volition help you and the employee get the well-nigh value from the process.

1. Cull a tranquillity place where you lot can both focus just on the evaluation. If possible, choose a neutral location.
2. Ever meet privately and avert all interruptions, including telephone calls. Making a point of turning off your ain phone volition tell the employee the review is your most important task correct now.
3. Allow plenty of time. The employee should never feel like this process has been rushed.
4. Talk near the employee's strengths also as any challenges or areas of weakness. If an employee is worth keeping, you want a performance evaluation to keep them positive and engaged. That means acknowledging and encouraging high-quality work along with an honest assessment of where they need to improve performance.
5. When discussing weaknesses, be specific nearly what needs improvement when those improvements must be made. Be very clear about the consequences for not making those improvements. Make suggestions for how to accost those areas and ask the employee to suggest steps they call up will help them reach required performance. While it may not happen at this meeting, the evaluation is not complete until you and the employee agree on timelines and specific actions to be taken to address performance issues.
6. Ask for the employee's input on setting new goals and KPIs/OKRs also. The more involved they are in "designing" their jobs, the more committed they will be to achieving results. Again, the review isn't complete until you and the employee agree on new and continuing goals and how you'll measure progress.
7. Guide the conversation but don't dominate it. Remember, a major goal of performance reviews is to open up an effective aqueduct of communication between you and the employee. Let them do most of the talking; don't interrupt or cantankerous-examine and be willing to listen to and learn from the employee. Echo what they tell yous back to them to be sure you understood what they said.

And information technology is worth repeating. Part of a supervisor's responsibility in conducting performance reviews is protecting your system from serious legal problems. How a performance review is conducted and documented tin win or lose a lawsuit if an employee sues for bigotry or wrongful termination.

Employment lawyers Squire Patton Boggs warn of common mistakes supervisors make during reviews:

• Failing to follow established review procedures and timelines
• Not thoroughly documenting performance reviews
• Failing to have written performance ratings sync up with exact comments made during the review
• Giving inflated ratings to avoid difficult conversations or hurting workers' feelings or
• Basing ratings on factors not included in a job clarification and operation plans, and
• Non giving specifics about what an employee did well or notwithstanding need to improve on.

In brusque, be prepared, be objective, be honest, exist detailed, be firm, and be clear.

Post-Review Development Plan

Whether addressing a problem expanse or preparing the employee to accept on additional responsibilities, formal development plans are critical to increasing an employee'due south value to the organization and the organizations ability to achieve strategic goals.

That's why identifying an employee'due south training and evolution needs is among the most important dividends of a well-designed performance review process.

Often organizations call back almost employee evolution primarily in the context of a Performance Improvement Plan (PIP) focused on addressing task- or beliefs-related performance deficiencies.

Here, however, we focus on development plans' value equally tool to encourage and enable good performers to improve on the high-quality work they've been doing and to take on new responsibilities.

They are also a key to retaining your best workers. Surveys prove that employees see career evolution every bit 1 of the most of import reasons to go on working – and working difficult – for whatsoever system.

And, when they don't see a commitment to helping them proceeds skills needed to accelerate their careers, your employees are open to offers from competitors who are investing in learning and development.

Whether it comes out of a continuous functioning management process or a traditional annual assessment, a development plan has specific objectives:

• Identifying long-term (5+ years) goals/career objectives
• Setting short-term (one – five years) goals and career steps that will assistance achieve long-term goals
• Agreeing on specific steps (classwork, cross preparation, project assignments, etc.) which will help achieve brusque-term goals
• Prioritizing those steps
• Setting firm target dates for completion of each action step.
• Defining specific tasks and schedules to reach each step.

Many of those goals, steps and tasks will be shared across teams, of course, merely nigh demand to be light amplification by stimulated emission of radiation-focused on the individual employee.

Development Personalization

Personalization is moving out of the realm of business-to-consumer commerce and into most every arena of human activity. For HR, this trend means empowering employees to find the best path to mastering skills needed to do their jobs.

That translates into a need for customized training that focuses on the specific requirements of a job and individual employees' specific skills and skill gaps.

That tin be tough for small 60 minutes departments. The good news is that there are a growing number of applied science solutions that can assist fifty-fifty the smallest 60 minutes team develop and implement flexible, personalized programs.

When those are tied closely to continuous evaluation and feedback, preparation plans can adapt more than rapidly to changing job requirements — and become more relevant to employees.

How to Write a Functioning Review

Written functioning reviews should e'er include a few paragraphs explaining the manager's general cess of how the employee is doing.

It works best when managers take some breadth as to the content of this role. The assessment requires a general judgment on performance during the by yr and a call to action for the future.

The written review should lay out a clear career path and let people know that their work is appreciated by their colleagues, their manager(s) and the organisation.

Managers may want to use some of these exact words (when they are true) to brand employees feel skilful about themselves, their piece of work and their employer.

Information technology's good to characterize the review by opening the conversation maxim something like, "This is a mostly positive review …" or "Y'all've had a very good year …."

Recollect: Be careful with superlatives – since managers want people to have an even better twelvemonth next year.

For case, information technology can never be "the all-time ever …" since that's ever yet to come.

A adept way to practise this is to build on what they already said in the review about liking the job and the people they work with.

To exist able to practise this and insert the appropriate phrases in the written review, it is helpful during the verbal review to ask the employee what he or she likes best nigh the job and and then echo that linguistic communication.

If there is substantial doubtfulness about the desirability of the employee's continued service, a Performance Improvement Program should be implemented.

Functioning Review Questions

Like a good interview, performance review questions should never ask for Yes or No responses. Similarly, don't atomic number 82 the employee by indicating that you are looking for a detail response.

Questions need to be straightforward and focused on getting the employee to describe their responsibilities, challenges, and performance in their own words.

In add-on to asking about performance, the questions should explore what skills the employee thinks they need to improve, either to exercise their electric current chore satisfactorily or to prepare for additional responsibleness.

Here'due south an example of a written questionnaire you tin utilize to determine how an employee understands their responsibilities and how well, or poorly, they think they are fulfilling those responsibilities.

For annual reviews, particularly, the answers to these questions provide a framework for the conversation between supervisor and employee.

Sample operation review questionnaire

[Name of Arrangement] Performance Evaluation Questions

From fourth dimension to fourth dimension, it is our practice to hold performance reviews.

These reviews are not intended as "report cards" – rather, they are a run a risk for us to evaluate together where yous have been, how you are doing and where you are going.

Function of what makes these reviews valuable is your preparation. The more idea you put into the procedure, the more than y'all go out of it.

Please evaluate the following questions.

1. What are your job responsibilities, as you sympathize them?
2. Rate and evaluate how you are doing in each area.
3. What aspect of your functioning are you most pleased with?
4. What aspect of your performance practice you remember you need to piece of work hardest on in the coming months?
5. What skills do you desire to amend most on and how do y'all plan to practise information technology? What help do you demand?
6. What is the one thing you are happiest virtually in your electric current work environment?
7. What is the i affair you are unhappiest nigh and would like to modify?
8. How are we doing in satisfying your needs?

Optional additional question:

• Are there any specific professional aspirations, hopes or ambitions that I should be enlightened of as your supervisor?

Performance Review Phrases

Once you've reviewed the employee'southward self-evaluation and had a meeting to discuss their performance, it's time to sit downwards and document your evaluation.

On the written review form, the phrasing needs to be a picayune more than formal and should be consistent across all employees' reviews.

Here are a few helpful examples of performance review phrase you might use, broken out into full general categories:

Omnipresence/Punctuality

• Consistently arrives on fourth dimension for work, meetings and training and development sessions
• Improved attendance at non-mandatory training and meetings
• Meets deadlines or provides sufficient notice when is unable to meet them

Productivity

• Consistently exceeds product targets
• Has demonstrated significant improvement in achieving production targets since terminal review
• Consistently lags squad in meeting targets

Communication Skills

• Finer communicates with projection teams
• Escalates issues in a timely manner
• Displays improved listening and comprehension when receiving and executing instructions
• Needs to be clearer when communicating expectations to direct reports and peers

Cooperation

• Collaborates effectively with team members to consummate projects on time and at high quality
• Has improved in seeking help when needed to complete projects on time
• Actively works to share knowledge and solicit input from other team members
• Needs to better support squad members who ask for aid or explanations in completing assignments
• Needs to exist more proactive in monitoring direct reports' progress on assignments and providing resource in a timely fashion when required

Problem-Solving

• Needs to work on suggesting solutions rather than only complaining near perceived issues
• Has demonstrated ability to understand and solve problems simply needs to take more initiative rather than waiting for instruction
• Shows creativity and initiative when tackling complicated problems
• Tends to make excuses and blame others for issues instead of seeking solutions
• Encourages and empowers direct reports to find solutions on their own and as office of the squad

Flexibility

• Seeks new approaches when established processes and procedures are no longer effective
• Adapts willingly and effectively to changing requirements
• Tends to resist new approaches and argue confronting needed changes in the face of declining results
• Accepts and implements constructive criticism and guidance to ameliorate performance

Drive

• Actively Seeks increased responsibility and takes on new challenges with enthusiasm
• Looks for creative ways to improve squad results and please customers
• Works consistently to amend skills and larn new skills
• Does non have initiative in pursuing preparation and development
• Avoids taking on additional responsibility and new assignments

Leadership

• Leads by case, demonstrating consequent strong effort and upstanding professional behavior
• Makes certain that employees have a clear understanding of their responsibilities
• Needs to improve communication style to avert cavalier to direct reports and peers
• Creates an environs of trust where team members feel comfy sharing ideas and opinions

Performance Review Examples

Of grade, a functioning review tin can't just be a series of bulleted phrases. Here are three examples of written evaluations of employees at different stages in their careers.

Example #1: Review of a very promising inferior employee

(Given at six months, this review is designed to push an employee to stretch)

To: [Employee Proper name]

From: [Name of Supervisor]

RE: Performance review

Date: [Date of Review]

Here's a summary of what we discussed at the operation review last XXXXX afterwards your first six months here:

Y'all are well on the mode to meeting and in some areas exceeding the expectations we had of you as to where y'all would exist after one full twelvemonth with us. We have every reason to believe that later your first yr, you will be able to function every bit reliable employee in an important position, producing quality results with as little supervision as possible. In that location are other things connected with beingness a valuable employee: liaison with the marketing section, public speaking skills to enthuse others, etc. (Be specific.)

But if yous dedicate yourself to a solid learning process, your long-term goal of eventually becoming a manager and grooming others in our way of producing business results also seems achievable at this point. You will realize that you still take much to learn on principles of management, leadership skills, the large-picture business executive outlook, principles of marketing, etc.

You lot'd do well to concentrate for the moment on becoming the best at what you currently do. That will requite you the confidence that will serve as the edifice block for future success in all other areas.

Nosotros'll do everything we can to assistance you attain information technology

Example #2: Review of a stiff employee seeking a promotion

To: [Name of Employee]

From: [Name of Supervisor]

RE: Performance review

Date: [Appointment of Review]

To memorialize concluding week'due south performance review, here's a summary of what nosotros discussed:

Strong points:

• Sense of buying of your work
• Self-starter mentality, initiative for coming up with ideas
• Developmental activities, both in formal and informal settings with selected employees
• Keen awareness of and adherence to processes/procedures
• Stiff core-area skills (Be specific.)

Emerging skills you demand to build on:

• Keeping step with technological advances

You have mastered execution of most specific aspects of your piece of work, but yours is a field that is ever changing and updating itself. It'south incumbent on successful employees to stay abreast of these changes to keep themselves updated and alee of the technological curve.

• Making yourself results-driven

You take to heart the task of making your work the all-time it tin be, just I don't nonetheless become a corking sense you lot have etched in your mind it's all for a concern purpose – (put specifics here). Make those numbers your personal goal and link your tasks more closely to business results.

• Building and maintaining good relationships

Good relationships are the heart and soul of future business arrangements. These strategic relationships demand to exist developed and maintained on a regular footing.

Areas that still demand some more work:

• Meeting deadlines
  Deadlines take turned out to exist your biggest claiming. You should exist able to organize customer needs and deliver service consistently, non just at present and once again. Find ways to maintain that momentum!

Action steps:

• Become meliorate at thinking ahead instead of just instinctively acting.
  • Actuate the left "analytical" function of encephalon, non but right artistic side.
  • Read and emulate success stories of others.
• Knowledge of and experience for general management and business principles
  • You have started to read business and management books, but a sophisticated level of understanding of business principles does non yet consistently prove in your piece of work.

Action steps:

• Go along reading direction and business books.
  • Talk over what you've learned, testify it in "up communication" reports.

Example #3: Tough feedback to a newer employee

To: [Employee Name]

From: [Supervisor Proper name]

RE: Performance review

Appointment: [Date of Review]

Here's a summary of what we discussed:

Strengths:

• Organizational skills and time management
• Mental attitude and piece of work ethic
• Initiative – y'all're broken-hearted to accept on more than what'south required and expected
• Clear communicator.

Areas to work on:

Flexibility. You lot're strong-willed and you believe in yourself. Potent convictions take given yous a confidence base of operations that served you well in learning a difficult field and making the progress to appointment, which is considerable. In that location is a flip side to strong convictions, yet. If they aren't tempered past flexibility, it can result in rigidity. There is no room for rigidity in our culture. Nosotros're a flexible company with few rules – the only dominion is to attempt to serve our customers the best possible fashion. You've exhibited something adjoining on rigidity in several ways. On a adequately pocket-sized point, you're sometimes hesitant to commencement over when that's exactly what is needed. Nosotros don't believe ironclad rules on who does what make sense from the point of view of serving customers.

We besides adore your ambition to be named a Group Leader in short order, but it worries usa that yous apparently call back that y'all're just near there. Y'all have already told united states that nosotros volition have to concord to disagree on this bespeak, but nosotros still urge you to endeavor to understand – and at least respect – direction'southward point of view. Every bit long equally the managerial hand-holding must continue to get your projects into marketplace shape, you have to realize that any promotion is premature. Your focus at nowadays should be on continuing to learn your field, or, in terms of a sports analogy, continuing to chart plays from the bench, understanding why something worked and why something else didn't, instead of tugging at the sleeves of the coach saying, "Put me in coach, I tin can practice it." We hold no one back unfairly. We have a crying need for good people. When you're ready for more than responsibility, we won't hesitate one moment to confer it.

Developing expertise. You learned a lot about your products this past year, but you have notwithstanding more to learn. You may now sympathize the marketplace needs, but you don't ever detect the best means to fill them.

Be relentless in your efforts to find out what whatsoever piece of info really ways to our customers, make the extra phone call to regulators, consultants or other sources. Acquire how business works in general and how business concern principles apply to your field. Inquire in-house experts. Gear up a site visit. Become to conferences to rub shoulders with our people. Higher up all, seize every opportunity to talk to customers on the phone. We'll help you in every way we can to calibration the learning bend faster.

General cess:

You came to the states with fiddling applied experience. We hired you mainly on the raw desire and determination nosotros saw in you. In view of that, you have exceeded our expectations during your outset year hither. Your eagerness to learn a difficult area has pleasantly surprised us. You've made outstanding progress and you've shown yourself to be reliable. That's made you an important part of the team that has shown improvements in the concern results. You can exist proud of what you have accomplished in your first year, but that pride should be tempered past a salubrious dose of humility, the realization nosotros all have well-nigh how much more than in that location is to learn.

This is a more often than not positive review that hopefully provides the route map for your journey to scale the adjacent level at our visitor. Your intermediate goal is to (exist specific here). Following this road map can get you there.

Over the next few months, we think information technology's a adept idea to open up another avenue of learning for you in an unrelated marketplace area, and so you'll exist progressing on more than ane runway simultaneously. That'south and so y'all will be able to accept advantage of the commencement realistic opportunity for substantial advancement that arises. We trust you'll tackle any new consignment with the same dedication y'all've shown so far.

Operation Review Tips

Offset, another reminder that performance reviews can create or contribute to legal problems for your arrangement. Information technology'due south easy to overlook cardinal parts and end upward in a legal mess with employees. To help avoid that, cheque your review process against this checklist:

Operation appraisals serve 6 functions:

• Evaluate an employee'south status
• Encourage or change behavior
• Set goals
• Serve equally a basis for rewards or corrective activeness
• Serve equally a basis for training and development plans
• Create a detailed record of job requirements and performance

Effective and legal reviews all share these key components:

• Consistent standards
• Complete and accurate documentation
• Open communication
• Honesty and fairness

Ineffective performance reviews tin can cause:

• Perceived unfair treatment
• Low morale
• Bad relationships between employee and supervisor
• Mixed messages
• Gaps betwixt what the employee thinks and what the supervisor thinks

A successful performance appraisement is finished when:

• Employee has been rated using clear and fair standards
• Accomplishments and improvement needs have been acknowledged past both parties
• Goals have been ready
• How the goals will be reached has been established
• Key points take been documented by supervisor and signed past both parties

And call up, a performance review is about feedback. It is a conversation about how much meaning and purpose a manager can create with an employee.

No operation review can exist successful unless the manager has already given practiced feedback and management regularly throughout the twelvemonth, making assessments and adjustments along the way, and building rapport and confidence with the employee.

Here are six tips that will help get the most out of informal check ins and formal performance reviews.

1. Hold periodic informal feedback sessions.

Your best bet for accomplishing this is to mark your agenda with dates and notes such equally "Hold a 'how ya doing' talk with Hank" to remind you periodically throughout the year to sit down down with employees to discuss their operation – outside the formal appraisal setup.

That promotes a "no surprises" environment when you lot exercise the actual contiguous appraisal afterward. These informal talks create "check-up" points along the way, and help proceed the manager and the employee focused on the worker'southward development.

2. Proceed a record of the breezy sessions.

Null fancy, but attempt to proceed notes of what was said, what was agreed upon and when you lot talked. Notes like that can help resolve disputes that might come after during the formal review.

This kind of documentation will let yous respond with specific comments similar, "When we talked in Baronial, y'all said …"

three. Standardize your evaluation criteria as much equally possible.

If yous accept two or more employees doing like jobs, you'll desire to make sure you're using the same standards to judge their functioning – whether it'due south straight productivity numbers, quality levels, acquirement generation or other measurable criteria.

The reasons for standardizing are threefold:

• Information technology'll make your life easier, in that yous won't have to reinvent the wheel for every review. Yous'll accept a predetermined set of standards that you lot can use each time.
• It'll make more than sense to your employees. They'll accept a articulate understanding what'south required and what they're existence judged on.
• It'll help avoid lawsuits and charges of favoritism or discrimination. The principal cause of complaints is fuzzy measurement. If Employee A thinks he'southward existence held to a dissimilar set of standards than Employee B, await Employee A to complain – to a lawyer, in some instances.

4. Study the employee's previous performance review.

Were goals laid out? Were promises made? Did subsequent events change any of the employee's circumstances since the last review?

It'southward of import to familiarize yourself with all the components of the previous review, especially if the review was done past another manager. You don't desire to be caught off-guard or appear to exist unaware of major agreement or problems.

v. Ask the employee to do a write-upwards of accomplishments.

Some people may expect you lot to think everything. Fact is you can't. No one can. That'south where the employee's write-up, or "self-evaluation," comes in handy.

Y'all'll (a) get a reminder of what the employee has accomplished since the last review and (b) take a footing and for comparison your evaluation and resolving differences. The terminal thing you lot want is to walk into a review and become surprised by the idea that the two of y'all have totally dissimilar views on what happened since the concluding review.

6. Talk to customers, relevant co-workers and other points of contact for the employee.

Merely about every employee does tasks that go unnoticed by a supervisor. It'southward unavoidable, and no supervisor can be expected to know and meet everything.

A supervisor is, however, expected to exercise a little legwork to larn as much equally possible most the employee. Did she, without being asked or recognized, help another employee with a difficult project? Did she go the extra mile for an of import customer?

As a responsible supervisor, yous'll want to detect out about those instances. And the more than y'all tin find about, the meliorate. Multiple sources will give you a better-counterbalanced view, rather than relying on 1 source who says the employee is great — or terrible.

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Source: https://www.hrmorning.com/performance-review/

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