Sometimes it’s known as an “annual review”, sometimes it’s called a “performance review”. Whatever the name it’s given, it is a structured conversation between boss and subordinate about how the subordinate does his or her job. It’s a really important conversation, because it gives a poorly performing employee a chance to improve, and it confirms to high-achievers that they are well regarded for what they do. Above all, it lets the employee know exactly where they stand in the organisation’s estimation.
Annual reviews have part of standard business practice for so long that it is really surprising how seldom they are done well, and how often they are not done at all.
Part of the problem is that the appraisal requires both parties to take time out of what is often a busy and stressful working life to think about the subordinate’s performance. Then they must find time to prepare for the interview, carry it out, write-up the substance of what was said, and check the document to make sure it reflects the memories of both parties. Small wonder that reviews are often postponed, forgotten, or done in an ill-prepared rush. And the more subordinates a manager has, the more likely that that the whole review process will be a wasted opportunity.
Another big part of the appraisal problem is that managers are often not trained at all in how to carry out reviews. It is all too easy for a manager to hold back on criticism, for fear of provoking conflict. Or even to be too critical and confrontational for fear of seeming weak. It’s quite hard to achieve the middle ground of giving constructive criticism that enables an employee to see what they have been doing wrong, and how they can do it better.
So how can we do better appraisals? If you’re a manager, this brief article won’t solve all your problems, but maybe the tips that follow will give you something to think about.
Tip 1 Think well ahead of time about each appraisal you have to do. Don’t leave the thinking to the 30 minutes before the appraisee comes to see you! Make notes by all means, but don’t write the appraisal report before you’ve had the meeting! It’s meant to be two-way conversation, after all.
Tip 2 When you need to be critical, be specific. Don’t make general remarks without having several concrete examples of the behaviour you want to criticise. Make your criticisms in a neutral, unemotional way, and don’t get caught up in any emotion displayed by the appraisee. Suggest ways of helping the appraisee to make the behaviour changes you want to see.
Tip 3 Follow up on the appraisal. Make sure that you take any action you agree to do. Make sure that you monitor the appraisee to see that he or she changes their behaviour the way you suggest. When you see positive changes, reinforce them by praising the employee.
Tip 4 Appraisals may be a once-per-year event, but the comments made by a manager should never come as a complete surprise to the employee. It’s at the heart of good management practice that any leader should make sure that his or her subordinates are continuously aware of their manager’s scrutiny, and his or her evaluation of their work. The appraisal should only confirm what the subordinate already knew.
And finally, if your manager and you have different mother tongues, and your appraisal is going to be conducted in a language you didn’t grow up with, be very careful! Especially if the language to be used is English, remember that it’s a slippery language, full of shades of meaning. Your appraisal is an important conversation, and you need to find and use the right words.
Fortunately, if you live in Jakarta, the AIM team has native English-speaking professionals who can help you prepare for your appraisal and make sure that you are fully familiar with the words you may need to use.