| Employee performance reviews are essential to | | | | effective employee performance reviews is an |
| ensure that your company functions at its optimal level. | | | | interactive session. Two-way communication ensures |
| For the well-being of employees, as well as the growth | | | | that the employee feels important, and the inputs you |
| of the company, these reviews are invaluable tools to | | | | get might prove equally important to the company. |
| maintain a satisfying and enriching environment for all. | | | | Performance reviews are also a great to show that |
| However, most managers view performance reviews | | | | you really care about your employees. Your active |
| as one of their most uncomfortable tasks. A little bit of | | | | listening skill is valuable in showing concern for an |
| planning and preparation makes all the difference, and | | | | employee's well-being. Discuss and address the |
| transforms the entire process into a productive tool. | | | | concerns of the employee in a way that makes the |
| A company’s strength lies in how secure an | | | | employee feel important and acknowledged. This |
| employee feels about his job. Remember, it’s a | | | | reaffirms the employee’s value to the company. |
| performance review, not a criticism session. The | | | | Avoid restricting the conversation to an employee's |
| primary objective is to evaluate how an employee can | | | | job. It gives a mechanical feel to the performance |
| add more value to the company. An employee should | | | | review and dilutes the interest of the employee. A |
| feel motivated after a performance review session. A | | | | good way to connect with your employee is to |
| positive attitude makes all the difference! | | | | discuss how he balances his professional life with his |
| Of course, all companies have a mixed population of | | | | personal. Discussing personal, but not personally |
| employees; some are top performers, while some are | | | | sensitive topics creates a friendly ambiance, which |
| mediocre or weak. Top performers deserve | | | | helps the employee feel at ease and more willing to |
| appreciation, and weak performers need positive | | | | listen to your comments. |
| inputs. However, the real challenge for any manager is | | | | Employees are assets, and acknowledging their |
| to remain consistent and act without prejudice or | | | | efforts goes a long way in increasing their value and |
| favoritism. The prime factors during employee | | | | consequently, the net worth of the company. The |
| performance reviews are generally the quality and | | | | bottom-line: Employee performance reviews — |
| quantity of work. The employee’s attitude is a | | | | when done correctly — increase productivity and job |
| secondary, but important criterion as well. | | | | satisfaction. |
| An important, yet commonly overlooked tool for | | | | |