Performance Appraisal: Tips for Tracking Team Development

Although each company has a different benchmarking cycle, the year-end acts as a date equalizer - whether the quarter or semester closes, preparations for this process are almost certain to begin.

However, it is not news in the corporate environment that many of these evaluations do not follow the employee's development continuously: either by a poorly set goal, lack of periodic monitoring or some other setback.

And this reality is often very frustrating for managers, as the meeting turns out to be more of a one-off conversation than the opportunity to check progress or signal track points based on history, which would be the main purpose of this methodology.

The good news is that with very simple changes, it is possible for leaders to significantly improve both their self-meetings and the measurement of employee progress. Check out the tips:

Stay connected
Whether you are the manager or the contributor, make an effort to make the conversation happen in a physical space rather than by electronic means. Anyone who has been in the office world for some time knows how often a misplaced comma or punctuation mark can leave a dubious message.

Another important point to make in meetings after the performance review is to set aside space to discuss the points made during the meeting. A survey by Gallup consultancy found that only 8% of managers believe their performance reviews inspire them to improve.

Much of this perception is reinforced because conversations resume only after long periods of time. Engaging small monthly conversations, even 20 minutes, can make a significant difference.

Set actionable goals
A good rule of thumb during follow-up meetings is to use feedback to firmly establish two or three things that are going well and two or three areas that have room for improvement.

Once you've decided on improvement points, you can use them to develop personalized, actionable, and realistic goals for each team member. Gallup research has shown that when specific and challenging goals are set, they always lead to higher performance than when people are simply asked to "do their best." This is because people better understand exactly what points they need to work on and can act more assertively.

Once goals are set, you can break them into milestones. This ensures everyone is clear about the next steps they need to take, facilitates progress tracking, and ensures a more useful discussion during future follow-ups.

Work for process maintenance
As a manager, coordinator, or someone in another leadership position, it's up to you to track and influence the progress of your team and yours, helping you better understand what is going well, where things should be going, and how to get there.

How can this be done? After the initial follow-up meetings, it is critical to ensure that everyone stays on the same page about what needs to be improved and the milestones that will be used to measure progress. Regular check-ins, as we commented earlier, are a great way to accomplish this. These brief and regular one-on-one meetings ensure that everyone is clear, on the right track, and actively working toward their goals.

Along with these dedicated chats, it is also good practice to provide feedback each business day. Surveys show that employees who “receive meaningful, daily feedback” from their managers are 3.5 times more likely to be involved in the work than employees who receive feedback annually or less often.

Implementing a performance management platform for people empowerment is a great way to ensure that the feedback process is ongoing and incorporated into the daily workflow.

For these daily assessments, the assessment does not need a very advanced level of depth: it can be as simple as thanking team members for a job well done, recognizing who has achieved one of their milestones, or providing quick feedback on a presentation. given.

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