Performance Meetings

Benefits of Productive Performance Meetings

A productive performance meeting serves as a collaborative planning session during which both the supervisor and the employee can take an in-depth look at past and current performances and can together set new goals and objectives for the coming year.

The performance meeting helps the supervisor and employee establish a clearer understanding of the employee’s job duties, responsibilities, and priorities. It also provides an opportunity for the supervisor to coach the employee on how to become more proficient and productive.

Establishing performance goals provides direction and helps the employee and supervisor in the following ways:

Performance Goals Help Employees:

• Find out how they are doing.

• Know what is expected of them.

• Take responsibility for their performance.

• Learn their performance strengths and weaknesses.

• See where their goals support organizational goals.

• Direct efforts where they can do the most for their own careers and for group and organizational success.

• Feel that they are taken seriously as individuals and that the supervisor is truly concerned about their needs and goals.

Performance Goals Help Supervisors:

• Develop an objective means for evaluation employees.

• Tie individual tasks, goals, and direction to group and organizational goals.

• Work with employees on career development plans and paths.

• Identify where individuals need coaching and training.

• Provide recognition and motivation to employees.

• Document an employee’s progress towards reaching goals.

Preparing the Employee and Scheduling the Performance Meeting

Advise the employee of the performance meeting at least one week in advance. Let the employee know that you intend to discuss his/her personal career objectives at the meeting. If you have done this in the past, you may want to provide the employee with a written list of goals that you both set during the last performance meeting. Ask the employee to think about what progress has been made toward those goals and what goals he/she would adjust the priorities that have been set.

The date and time that you schedule the meeting for should be mutually convenient to you and the employee. Set aside at least one hour with no ringing telephones or interruptions and find a private room for the meeting. When scheduling consecutive performance meetings, ensure there is enough time between them so you do not rush the appraisal process.

Completing the Annual Performance Summary Form

The better prepared you are for the performance appraisal meeting, the more productive your discussion will be. It all starts with your completion of the Annual Performance Summary form-the more time and effort you put into completing it, the better prepared you will be for the appraisal meeting. Before sitting down to complete the Annual Performance Summary for an employee, gather the following information and documents for your review and reference:

• Employee’s job description;

• Date employee began present position;

• Length of time the employee has reported to you;

• Record of employee’s attendance during past year;

• Your notes or journal regarding the employee’s performance during the past year;

• Current projects the employee is working on and employee’s progress;

• Examples of work problems you want to discuss;

• Examples of employee’s work over the past year and recent work;

• How employee relates to co-workers, internal and external customers, and others;

• Level of employee’s technical skills;

• Employee’s educational background and experience;

• List of job and career objectives drawn up during past performance review;

• List of training and development courses attended by employee during past year;

• List of available training courses appropriate for employee for upcoming year.

When completing the evaluation form, consider whether the employee met his/her goals for the period. If not, were there any outside circumstances (new orders, staff cuts, equipment problems) that limited the employee’s ability to meet goals? Did you provide the employee with feedback on progress toward goals during the year? Do you have records of specific examples of successes, improvements, or weaknesses? Do your examples include feedback form internal and external customers, other supervisors, etc?

When rating an employee on different factors, base the ratings on how well the employee performed his/her job. Be careful of dramatic declines such as “exceeds expectations” to “needs improvement.” The supervisor must address all “needs improvement” ratings as well as other issue, in the “supportive details or comments” section of the form. All comments made should be meaningful and consistent with performance rankings. It is important to be aware of, and to guard against, the following common tendencies:

Addressing Emotional Situations

Occasionally, an employee will react very strongly if disappointed in the review that is given. This can unnerve even the most experienced supervisor. Crying, shouting, walking away, or becoming silent are all reactions that can be very difficult to address. Here are some suggestions for getting through such a situation:

• Crying:

An employee in tears may not be able to discuss issues calmly. Try to minimize the employee’s embarrassment by empathizing and speaking in low, even tones. Offer compassion and some tissues. Ask the employee if he/she would like to talk a little later, or give the employee time to recompose himself/herself by leaving the room for a short time.

• Shouting:

Do not answer shouting with more shouting. Instead talk calmly, slowly, and firmly to the employee and do not appear frightened or agitated. If the shouting continues on without abatement, ask the employee to leave and say that you will schedule a time to continue the discussion when he/she has had time to calm down. If you feel threatened physically, contact Public Safety or Police assistance.

• Walking Away:

Although it is impossible to have a discussion if the employee walks away, it may not be an entirely bad thing. Some people know they cannot face an issue and they leave rather than completely lose their temper. Don’t try to physically restrain someone who walks out on you. You can ask the person to please stay so that you can finish the discussion but if he/she doesn’t care to listen, do not force the issue. Let the employee leave and take up the discussion again when he/she has calmed down. If the employee continues to walk away whenever you attempt to address an issue, consult Human Resource Services for guidance on handling the situation.

• Becoming Silent:

An employee who is feeling hostility or resentment toward you may react by silence. Talk to the employee about whatever you need to, but do not push the issue by attempting to make small talk. Ask open-ended questions, such as “What would your approach to the problem be? Why do you think you were so successful in completing that project?” If the employee continues to refuse to talk, you may have to address the employee directly and request that he/she talk to you so that you can put the problem behind you. You may also want to reschedule the meeting for a time when the meeting will be more productive. If “becoming silent” continues to be a problem, consult Human Resource Services for guidance on handling the situation.

• Quick to Agree:

The employee may want to get out of the appraisal meeting as soon as possible. If this situation occurs, ask the employee to summarize main points. Use questions such as, “What is your understanding of the problem?” Make sure there is a mutual understanding of overall performance, goals and objectives before the meeting ends.