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How to conduct a performance review meeting?

Posted by: Mansour Baker

An employee performance meeting is to assist department heads and employees consider performance in an open and structured way. The performance meetings are each employee’s opportunity to discuss and assess past achievements, future objectives, and development needs.
 
The success of the meetings depends on the ability to have an open and transparent discussion. Performance feedback should be occurring throughout the year, so that there are no surprises for employees at the formal meetings. 

There are three types of performance meetings as follows:

1. Employee Performance Planning Meeting

• Overview: Department head and employee set objectives for the employee and have a formal discussion to review and confirm these objectives and ensure understanding. The objectives will provide the necessary input for the department head and employee to discuss and suggest adequate training and development needs.

2. Formal Mid-Year Performance Review Meeting

• Overview: A mid-cycle formal documented discussion providing the opportunity for department heads and employees to discuss progress toward objectives, as well as make any adjustments or changes needed to incorporate relevant business environment modifications occurred since the performance planning phase meeting.

3. Final End-of-Year Performance Evaluation Meeting

• Overview: Department head consolidates and reviews the employee’s performance against each objective and assigns a rating. The department head and employee have a formal discussion to review the employee’s performance and discuss development opportunities. 

​Purpose of Employee Performance Meetings
A performance meeting will be conducted in a quiet environment and normally takes 45 - 60 minutes per employee.

The purpose of a performance meeting is to:

• Provide an opportunity for employees to express themselves on performance-related issues
• Assist employees do a better job by clarifying what is expected of them
• Inform employees know where they stand
• Strengthen the department head-subordinate working relationship by developing a mutual agreement of job expectations
• Plan improvement opportunities for development and growth

Performance Meeting Do's:

• Do prepare in advance
• Do focus on performance improvement
• Do start with the positive achievements 
• Do give specific reasons for ratings
• Do decide on specific steps to be taken for improvement 
• Do reinforce desired behaviors
• Do focus on future performance
• Do consistently ask the employee’s viewpoint 
• Do keep the performance evaluation confidential

Performance Meeting Don'ts:

• Do not do all the talking & lecture the employee
• Do not mix performance evaluation and salary or promotion issues
• Do not concentrate only on the negative achievements
• Do not feel it is necessary that both parties agree in all areas
• Do not interrupt or get distracted while the employee is talking
• Do not share the performance evaluation with other employees

​Exhibit 1: Performance Meetings Do's & Don'ts

Employee Development Plan
Each employee may be required to have an individual Development Plan that is prepared at the beginning of the performance-planning meeting and at the end-of-year performance evaluation meeting. The individual Development Plan provides the opportunity for the department head and employee to jointly identify training and development needs in order to improve job performance and to support individual development.
 
Completion of the Development Plan for the next 12 months is part of the performance & development process, and the actions detailed therein should be realistic, achievable within the timeframe, and agreed between the department head and the employee.

Performance Rating Scale Definitions 

​These guidelines are standards of performance expected for each rating level and should be used to assist employees and managers in understanding and applying the correct performance ratings.

​Exhibit 2: 
​The Performance Rating Levels will identify and reward high performers and encourage low performers to improve.

​Outstanding Performance Rating

​Reserved for employees who provide an exceptional level of performance and who regularly and substantially exceed overall expectations. Outstanding performers work with little or no supervision and generate output that is exceptionally high in quality, quantity, and timeliness.

The individual assumes a remarkably high level of responsibility for his or her own performance, contributes to the mission, vision and values of a company and stands as a role model for other employees. Outcomes are of such quality that they occur among only a small number of employees.

Examples:

• Routinely volunteers for extra work/responsibility while maintaining strong job performance
• Consistently exceeds quotas or production standards
• Often suggests new policies, procedures, techniques as a need emerges rather than waiting until the need is overwhelming
• Maintains a positive and professional manner even when under severe provocation or pressure; welcomes constructive criticism
• Effectively juggles multiple priorities, tasks, and/or user requests
• Helps facilitate change in a positive manner
• Readily assumes responsibility
• Communicates clearly; fosters communication in every direction by actively engaging in the exchange of information and encouraging this activity in supervised staff 
• Recognized for exceptional expertise and leadership

​​Excellent Performance Rating

​The employee's performance regularly exceeds the work requirements. The employee demonstrates a desire and ability to excel in performance. Employees rated at this level should demonstrate most of the characteristics described in the examples below.

Examples:

• Often volunteers for extra work/responsibility while maintaining strong job performance
• Often exceeds quotas or production standards
• Designs new techniques as requested, considering the concerns and suggestions of others
• Suggests new policies or procedures when prompted
• Maintains a positive and professional manner, even when under pressure; willingly accepts constructive criticism
• Juggles multiple priorities and tasks
• Adapts to changing situations; maintains a positive attitude
• Demonstrates a commitment to service over time, thus representing the in a positive manner
• Communicates clearly; able to persuade others through effective communication

Good ​Performance Rating

Employees rated at this level meet expectations. A rating at this level indicates that the employee is a competent, productive, and valued member of the team. A fully successful employee consistently meets expectations within specified time and cost limits.

​Employees rated at this level should demonstrate most of the characteristics described in the examples below.

Examples:

• Produces quality of work to meet job expectations
• Applies logic and reason successfully when making decisions; makes few errors due to oversight and/or misunderstanding
• Applies appropriate judgment in responding to and referring questions or resolving problems
• Willingly implements new techniques, considering the concerns and suggestions of others
• Accepts constructive criticism
• Handles suggestions to problems within an appropriate time frame
• Is a good listener; provides appropriate information to others; assists others with projects when asked
• Minimizes wasted time or downtime; continuously tries to improve work performance
• Maintains up-to-date knowledge of relevant procedures and functions
• Readily accepts a change once the team decides to move in a direction
• Adheres to time and attendance rules

Needs Improvement Performance Rating

​Employees who do not meet overall expectations in some areas but do meet expectations in other performance areas. The employee has demonstrated some willingness or ability to improve performance and resolve deficiencies that are less than satisfactory, and which require steps to be taken to improve performance. Employees in this category need improvement to reach a fully successful level.

Examples:

• Performance is inconsistent when completing work; fails to complete tasks without frequent reminders; often exceeds the expected time frame to complete assigned tasks
• Often looks for reason why assignments cannot be accomplished rather than figuring out how to complete work
• Requires considerable supervisory monitoring, consultation, and modification to implement goals and priorities in a timely and/or effective manner
• Fails to anticipate or respond effectively to crises, obstacles, and/or changes in program direction
• Does not make meaningful contributions to solving problems
• Fails to adhere to time and attendance rules

Unsatisfactory Performance Rating

​Employees at this level clearly and consistently fail to meet all or most significant job expectations. The employee shows either unwillingness or an inability to improve. When performance is at this level, corrective action needs to be taken.

Examples:

• Negligent in carrying out responsibilities
• Misuses telephone and/or computer resources
• Purposefully wastes materials, damages equipment or property
• Requires substantial supervisory monitoring, consultation, and modification to implement goals and priorities in a timely and/or effective manner
• Unwilling or unable to respond to crises, obstacles, and/or changes in program direction
• Often fails to recognize and identify routine problems
• Absent, tardy, or sleeps on the job; knowingly fails to report an absence

​Employees rated Unsatisfactory must be reinforced with a report highlighting the area of concern.

Employees at this level must receive a notice in writing and if after three months there is no improvement in performance, the case should be transferred to HR to take the appropriate action.

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