‘D’ is not the end of the road

Performance review has to be first approached as a process of improvement

April 14, 2017 04:14 pm | Updated 04:14 pm IST

A structured performance review mechanism plays a vital role in tracking performance lag and arresting it right at the onset. Before we get into the details of this process, it’s important to establish the fact that an informal performance review mechanism is equally important. At any given point in time, it’s advisable to not wait for a formal meeting to discuss performance. This is applicable to both the reviewer and the reviewee. Since such channels are informal, both manager and employee feel at ease, which enables open communication. Now, the nuts and bolts of a structured performance review. Prior to commencing the performance review, both the management and the employee must establish clarity on expected performance.

SMART (Specific, Measurable, Achievable, Relevant and Time-bound) goal-setting is the most effective way to establish and track goals. Once goals have been established, the team manager must conduct periodic performance reviews.

This not only aids in tracking goals but is also an excellent platform for both employer and employee to assess past performance and come up with strategies to achieve future goals. Past performance review, concerns faced, future steps to get nearer to the goals that have been set and the possible challenges must be covered during the meetings. The discussions must be documented and both manager and subordinate must agree to what has been discussed. With monthly one-on-one meetings, a performance trend can be ascertained easily.

Usually, with operational coaching and timely training interventions, performance does improve. In cases where no improvement is seen, the manager must determine whether the employee’s skillset is sufficient to deliver the expected performance or if performance dropped suddenly.

If the employee had been meeting expectations and the performance lag is of recent origin, then the manager must determine whether the employee is de-motivated at work or situations outside work are impacting his/her performance. Open communication and genuine interest help the most in such situations.

If there are no personal challenges and the manager observes that the performance gap is due to lower employee engagement, then he/she must initiate the conversation to convey below expectation performance.

If the employee shows no commitment towards improving his performance, then the manager must assess whether the employee could be a fit for any other relevant role within the organisation, provided he/she shows a positive attitude towards the organisation as a whole.

On the basis of the employee’s skills and interests, the manager must identify opportunities within the organisation to get him/her placed. If the employee does not perform there too, then the employer must encourage him/her to seek opportunities outside the organisation. Suitable and enough platforms and interventions should be provided to an employee before considering the option of asking him/ her to leave.

( Abhishek Agarwal is Senior Vice President, Global Delivery at Judge Group. )

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