Jeff Mclanahan
Contributing Writer
American Residential Services

You may have read that a lot of companies are doing away with the annual employee performance appraisal.

These traditional annual performance appraisals have created some uncomfortable situations between managers and team members for a variety of reasons.  For example, these appraisals are generally scheduled to be conducted in 30 to 60 minutes and it is difficult to discuss all a team member has done or not done in that short of a period.  Because many managers see this as a method of telling the team member what they need to improve upon, it can also come across as a teacher scolding a student.

The underlying problem with annual performance appraisals is the activity (or lack thereof) between them.  Employees want and need ongoing, timely feedback.  In many cases they are not willing to wait to hear how they are performing.  As you know, people are changing jobs at an alarming rate and if they do not have a satisfying and meaningful work life, they will find a job that provides it.

To combat these issues, many companies are replacing these annual performance reviews with more frequent feedback sessions with team members.  They are referred to as monthly one-on-ones, quarterly check-ins and quarterly conversations.  The timing varies from monthly to quarterly and some are even using technology to provide even more timely feedback.  Having these conversations throughout the year eliminates “surprises” during formal appraisal discussions.

Regardless of how often these conversations take place, the manager delivering them needs to be trained to successfully execute them.

Below is a basic outline that can be used for the performance appraisal process.  Steps in your organization may vary.  In any case, practicing these and even role-playing with another manager will lead to better overall meetings for the manager, the team member, and the company.

1. Prepare in advance.

What will I discuss?  How might the team member respond? What outcome am I hoping for?

2. Schedule the meeting.

The first meeting or meetings may create anxiety based on the unknown.  Scheduling and conducting them regularly will reduce this anxiousness for both the manager and team member.

3. Describe behaviors and share their impact.

This can include words spoken or actions taken and must be specific.  The impact can be positive (behaviors you would like repeated) or negative (behaviors that need corrective action).

4. Begin a conversation.

It is important to collaborate and gain alignment/buy-in.  Without alignment you might get cooperation, but that only achieves one person’s goal – the manager.

5. Offer advice and agree on next steps.

People don’t know what they don’t know so offer advice on actions to take based on your experience but be careful to avoid telling the team member what to do.  Collaborate, and then agree on what comes next and document the plans.

6. Thank them.

Acknowledge that feedback conversations can be uncomfortable and thank the team member for their participation in the process.

Providing feedback to team members is a critical part of the employment relationship.  By understanding how to deliver feedback in a meaningful way, you increase your odds of aligning what the team member wants from you and what you want from them.