Employee Performance Reviews

 Recruiting & HR

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An annual PERFORMANCE REVIEW is an analysis of one's job performance over the previous year. Unfortunately, employees often leave their annual reviews feeling confused, disappointed, or worse - resentful.
  • 1. Employee Performance Reviews: PROD CTIVE DESTR CTIVE? An annual performance review is an analysis of one’sjob performance over the previous year. Unfortunately, employees often leave their annual reviews feeling confused, disappointed, or worse—resentfu| . PROBLEMS WITH TRADITIONAL PERFORMANCE REVIEWS 0 They happen only once a year Q Feedback is based on the perspective of just one person 0 They usually focus on the negative Q Stressful for both the employee Q The reviewer is not always the and manager person who manages the employee da)’ t0 da)’ 0 They function as a time stamp and are viewed as a requirement 0 The traditional 1-5 rating scale is or Obligation generic across multiple departments 0 A year's worth of work can't be 0 Managers telld T0 U59 the m05t summed up on a 1-2 page checklist recent event as a marker for an entire year's performance Q Annual reviews are too (known as the Recency Effect) closely tied to salary Q Managers rarely follow up on goals set during performance reviews Ola of performance reviews end up decreasing employee performance -The Psychological Bulletin Inaccurate or Increase in Decrease in productivity, unsatisfying 9 stress and 9 morale, and job satisfaction reviews anxiety among employees Feeling underappreciated is the #1 REASON most Americans quit their jobs EMPLOYEES DREAD REVIEW TIME . . . ya; of employees believe annual reviews are inaccurate MN; . . . AND S0 D0 MANAGERS 58% performance of managers l'€‘Vl€WS as their think employee SQCODCI most-hated performance reviews t<3Sl< (after firing are not an effective 50019009) use of time BEST PRACTICES FOR MORE EFFECTIVE REVIEWS GIVE FEEDBACK RIGHT AWAY, DON'T WAIT UNTIL REVIEW TIME 0 of employees prefer immediate feedback 0 (even if it's negative) 3;‘ FOCUS ON THE REVIEW ITSELF INSTEAD OF THE PAY INCREASE §, use CASE Kelly Services cut ties between annual score—based reviews and pay raises. They implemented a ‘’total rewards Q approach, ” where pay raises are based on incentives, recognition, and other rewards. I —Stacla Garr, Bersin by Deloitre E I ll I / / , / PRIORITIZE DEVELOPEMENT OVER EVALUATION 0 of employees think reviews 0 should focus on skill development and professional growth 4 GIVE RECOGNITION FOR THE POSITIVES Positive recognition can 0 increase engagement by n U of employees are more motivated by 0 positive feedback IMPLEMENT PEER REVIEWS 0 of peer-reviewed employees are happier U with theirjobs. use CASE §, After Pepsico introduced the 360—degree feedback model, nearly 90% of executives said the system was a superior development tool compared to their previous experiences. —ETS WANT MORE VALUABLE FEEDBACK? MAKE YOUR REVIEW PROCESS AS QUICK AND EASY AS POSSIBLE §, use CASE When Quicksilver introduced a web app system for company performance reviews, their completion ratejumped from 65% to 90%. —Case Study, Small Improvements lI[I; J3.ll"*MVV office-we romltllo ‘l‘-mllyannualperlolrnancevevlewsdonlwork . . E I ll I l I I I I hKp: .v'lvmw. buslnessne '5366perforrrLan(ere/ lemvtIpsforomseshtrnl imp llvmw iorbes (om .5 l09IIenreasollspev1or‘maliterevlevrsave<iolie(evrlbIyi2/ l'lItp. .l’i'vmw. forbes. com - 06/Oflsreasonscompanlesshouldabollshemployeepelforrnancerevlewsnovvl‘ http . l/w-aw rexoewsnap http: .l'iv. -nw. forbes. com. site http . "i'VMW entrepreneur c httpsww-vv offlcevlbe corn http / ‘iv. -Aw globolovce corn 5, . 201 3I'll1'0giJphlCIi1l?3lJrIllV7gllIJUIJDOUIDEIIO! mancerevlewsl
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