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How often should a manager do performance reviews?
Just listened to Daniel Pink who said that we don't do performance reviews frequently enough. What is the right amount? Once a year is too little, but is once a quarter to little? Feedback is critical to an employees success, should we be doing this biweekly or monthly?
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3 Answers
There's a good conversation right now on Focus about the best ways to deliver performance reviews. Some of the answers address your question. http://www.focus.com/questions/human-resources/what-are-some-ways-deliver-eff...
There should be a constant feedback loop with employees, and if you wait for review time to bring things up, it's too late. It doesn't help the employee or the company. Reviews can be a time to discuss:
1. Goals/MBOs - I've generally seen these set quarterly, so that's a good time to review progress against those goals. Monthly may be too often, but for more junior hires, that may be helpful to get them on the right track.
2. Salary - this is generally done annually
3. Specific skill development - this should be an ongoing discussion that can also be incorporated into #1. If an employee needs to develop certain skills, whether it's getting better at getting through the gatekeeper, improving Excel skills, or playing nicer with peers, biweekly check-ins can be really effective.
I've seen performance reviews typically done once or twice per year. In the two per year model, one review is a formal mid-year check point and then there is a year-end review which filters into a compensation process. Especially for small businesses, these reviews can be a time sync so you have to balance time investment vs. benefit to the employee and company.
It is also important to have bi-weekly/monthly check-ins or coaching sessions where there is time to discuss performance with employees on a less formal basis. These frequent check-ins often occur in more operational environments - i.e. contact centers, field organizations, etc -- where work can easily be measured and reported against specific metric gials. This type of frequent coaching happens less often in knowledge based fields - i.e. marketing, engineering, finance, etc.
Michael.
Performance feedback needs to be given as close to the event as possible especially when trying to correct an employee's poor performance.
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