The right per­for­mance man­age­ment process for your orga­ni­za­tion depends in large part on what you want to accom­plish with it and what you’re will­ing to invest in it. Here are some prin­ci­ples to keep in mind when decid­ing on your pol­i­cy and per­form­ing assessments:

  • Per­for­mance reviews are often stress­ful and dif­fi­cult because the employ­ees don’t know how they’ll be eval­u­at­ed and they’re wor­ried they’ll be sur­prised with a bad review. But reviews, how­ev­er often they’re done, shouldn’t be a sur­prise. If you give employ­ees reg­u­lar feed­back on their per­for­mance and address poor per­for­mance when it hap­pens, then the review becomes more of a reminder and sum­ma­ry of what employ­ees are doing well and where they have oppor­tu­ni­ties to improve.
  • Set­ting clear per­for­mance expec­ta­tions and hold­ing employ­ees account­able to them improves effi­cien­cy and pro­duc­tiv­i­ty. It also improves morale. Con­ver­sa­tions with an under­per­form­ing employ­ee may be chal­leng­ing, but allow­ing poor per­for­mance to con­tin­ue unabat­ed can cause wide­spread frus­tra­tion and resent­ment from cowork­ers whose work is affect­ed by it. Ignor­ing poor per­for­mance only com­pounds the problem.
  • Employ­ees are more like­ly to take own­er­ship over their per­for­mance goals if they have a role in defin­ing those goals.
  • Con­nect­ing per­for­mance mea­sures to com­pa­ny objec­tives and val­ues can increase employ­ees’ sense of pur­pose and engage­ment by draw­ing a direct cor­re­la­tion between their indi­vid­ual work and per­for­mance and your col­lec­tive suc­cess as a company.
  • It’s help­ful to struc­ture per­for­mance eval­u­a­tion meet­ings and con­ver­sa­tions around the spe­cif­ic expec­ta­tions set in the job descrip­tion to ensure that the dis­cus­sion is direct­ly applic­a­ble to that employee’s par­tic­u­lar job duties.
  • Doc­u­ment­ing per­for­mance eval­u­a­tions can help you jus­ti­fy pay increas­es, decreas­es, or oth­er employ­ment deci­sions like ter­mi­na­tion that could be chal­lenged as dis­crim­i­na­to­ry. It’s safest to ter­mi­nate an employ­ee when you have doc­u­men­ta­tion that jus­ti­fies the legit­i­mate busi­ness rea­sons for the termination.

By Kyle Cupp

Orig­i­nal­ly post­ed on ThinkHR