Ulog 14: The Art of Performance Review

nuoctuong (61)in #ulog • 6 years ago (edited)

Our company’s fiscal year runs from July 1st to June 30th. So the annual performance review also mirrors that time schedule. So although it’s almost the middle of August, I am trying to finish up performance review before I go on vacation.

I have my personal feelings about performance evaluations. In the past, I haven’t considered them as seriously as I should have, especially where my staff are concerned. My comments have generally been broad and positive. It was something that I had to do yearly and file them into the employee record and I think my boss felt the same way about mine. I have always been given great reviews and the same as my staff. My stand has been that if the performance hasn’t met expectation then the person shouldn’t be in the job.

Three-and-a-half-years ago, I start reporting to a new boss. This guy takes the performance review to the next level. He writes a lengthy description of the good, bad and in between on you. And he would write in prose. Initially when I received my first evaluation from him, I thought it was a joke and that he was so “full of himself”. I figured I would just let have his days and then we would continue as is. I shook his hand, thanked him, and walked out of the office and threw the pieces of paper into my desk's drawer.

Year #2 came by and when it was performance review time, he brought up the plus, minus, and whatever we discussed last year again. This time I knew he was serious in his approach and figured that I better get with the program or I will be in trouble. But surprising he did something that I thought was remarkable. Instead of pointing out my flaws, he shared with me how he (the institution ) will help me get there. To help with my leadership and communication skills, he hired a coach. To understand where my language issue lies (I had trouble especially in speaking to align singular/plural noun/verb usage), he hired an education specialist from the Wharton School. I was pretty agreeable to the coaching idea but I was slightly skeptical about it to tell you the truth. I have to say that having gone through it for about a year now, I can see significant difference in my presentation and delivery of messages.

So it has now come to this year performance review for the staff. I have taken a far more holistic approach. Additionally I have taken on more of a mentorship role with my staff as well. I have asked folks to give feedback about my staff. I reviewed projects that I worked with them on this year - what went right, what could be better, how to manage expectation, etc and put that framework back into the review so that I can share with them how they can personally improve based on my perspective. It is not clear to me that they will take it constructively. I am not sure if I will deliver it correctly. But I will try. I will be vulnerable, and I hope the other side will take the constructive feedback as that.

I've also begin to read up on the different literature surrounding performance management, how to train effective managers and leaders, etc. There are tons of books out there on the subjects. My favorite books are The One Minute Manager and How Stella Saved the Farm. Both of these books you can finish in 45 minutes. Both books in the span of 45 minutes, that is. They're written like children fables.

Post review:
I met one of my managers this afternoon for her performance review. We scheduled an hour to discuss. We ended spending almost two hours on the topic. She actually liked that I am being more honest and challenging her. In her words, "After three years, we finally have an honest-heart-to-heart conversation". Now I know where you're coming from.