Hourigan

Performance Management is More Than an Annual Review

07.02.18

The phrase “Annual Review” is associated with endless feelings of frustration, anxiety, concern, fear, and stress. The annual review was designed with the right intentions – to provide employees with feedback on their performance over the past year. Over time, it has morphed into a singular event that stirs up a lot of unpleasant feelings for both the employees and the managers who have to perform them. Part of the problem is that we’ve put too much focus on one conversation. A year has 12 months, 365 days, and 2,080 working hours. How can all that time be summed up into 1 hour-long conversation?

Instead, it may be more beneficial to everyone to begin administrating a series of conversations and coaching opportunities throughout the year. Let’s take the pressure off the annual review and focus time and attention into more regular performance check-ins. A great annual review would be a summary of the conversations that are held throughout the year.

With regular dialogue and a commitment to constructive feedback and personal development, every organization can turn this process into both a positive and productive experience for everyone involved. Let’s break this down a little further:

Regular Dialogue:

Constructive Feedback and Development:

In summary, break down one monumental conversation into smaller, more manageable check-ins. With simple documentation after each meeting, the annual review turns into one big summary of all your conversations throughout the past year. Using this method can increase employee engagement and foster positive relationships between managers and their employees.

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