When is the ideal time to have a performance review?

I want to add so much more to this topic than just the question you asked, Caty, but let me try to stick to the specifics.

You did not ask how many times per year, but rather "when is the ideal time". To this I would say NEVER perform evaluations immediately prior to distributing bonuses, ESPECIALLY if bonuses are discretionary. By their nature, evaluations tend to focus on areas for employee improvement. Employees can easily feel dissatisfaction if they feel their weaknesses, rather than their strengths, were on your mind when making bonus decisions. With the same reasoning, distance evaluations from raises as much as possible.

Beyond that, evaluations should be performed when the climate is positive: early summer is fantastic! Short, dark days are already depressing to some, why exacerbate it? If your team can handle it, group evaluations are also useful, allowing employees to express their own perspectives on each other's strengths and weaknesses. I admit it takes a very open team to pull this off, but that type of team ought to be your goal.

Together, let's put the fun back into work!
Belldon Colme
belldoncolme@gmail.com

Get rid of performance reviews. In most cases they are done poorly they focus on the wrong thing and provide no real benefit to the organization or the employees involved. Not even good documentation for HR.

As every person who has already respond to this question has said on going regular feedback is the key. If you want to do something productive start holding expectation reviews with employees where you set and talk about future expectation the company has, you have, and the employee has. Than you can look at ways to make those expectation in to reality.

Usually a yearly process - from hire date as far as my experience goes. Though I do know of (usually larger companies) that do them at the end of the year. This can be a good way of starting the new year off on the right foot, as well as analyzing raises with a fiscal plan.

If done right, they can be effective in tracking productivity and setting goals. If done wrong, they are absolute wastes of time (unrealistic goals, rehashing outdated objectives, managers or employees that don't buy into the process, etc.)

I think the most important thing about the review process is to not be afraid to ask for one if it has been awhile, especially if you deserve recognition.

I would be of the same mind as Charlie - this is something that is continuous. Working with companies in a wide variety of industries, the companies who "institute" the annual review end up with more challenges than results. The reviews should be an ongoing process with continuous feedback, and this should become part of the culture of the organisation. If you only review once or twice a year how can you expect continuous growth, which surely must be the objective? It can be appropriate to have an annual formal review, but this is a very straight forward process if you have continuous reviews. If you don't I promise you it will be a battle!
Ongoing reviews is an integral part of coaching, and coaching must become part of your culture.
You have hit on one of my hobby horses!

As others have already stated...needs to be done daily and be continuous. Let's face facts - no one like completed or receiving an annual review so don't do it.Once the past is done, its done cannot be changed. What value is there is bring up something that happened 10 months ago?

If you are consistent in giving feedback the annual review is null and void. Instead, replace it with a "career development" or "goals" discussion. Have a FORWARD thinking meeting. Now there is the value for both you and your people.

I'd say the Supervisors should have monthly performance review. Usually, the "big dogs" in corporate or Academia don't have any reviews on their performance! Why staff?

I'd say the Supervisors should have monthly performance review. Usually, the "big dogs" in corporate or Academia don't have any reviews on their performance! Why staff?