March 29, 2011
Elizabeth Hall, Editor
(800) 543-2055 (703) 904-8000
(Falls Church, Va.)— In the wake of worker protests in Wisconsin, UCLA professor Samuel Culbert has stirred up debate again, calling for the elimination of Performance Reviews. Culbert writes on the editorial pages of The New York Times that Performance Reviews are merely “an intimidating tool that makes employees too scared to speak their minds, lest their criticism come back to haunt them.” (Culbert is also the author of Get Rid of the Performance Review!, Hachette Book Group, 2010.)
But the editors at BusinessManagementDaily.com assert that the performance review process – when effectively administered –bolsters workplace productivity while improving employee morale and safeguarding against lawsuits.
Rather than maligning the tool (vs. the “toolee”), Culbert and others should read and pass on to managers the new edition of its free, authoritative report on the topic. 10 Secrets to an Effective Performance Review: Examples and tips on employee performance evaluation, writing employee reviews, a sample performance review and employee evaluation forms can be downloaded (at no cost) by clicking: www.BusinessManagementDaily.com/EffectivePerformanceReview.
Not every top manager has the opportunity to star on “Undercover Boss.” Thus, managers should embrace effective performance reviews as golden opportunities to: actively listen to employee ideas, motivate workers, improve productivity, improve teamwork and increase morale. Performance Reviews create important, frequent, accessible opportunities for supervisors to discover new ideas, spot initiatives, build on employee talents/strengths and hear first-hand stories of frontline and mid-management business operations.
Paul Falcone, author of 2600 Phrases for Effective Performance Reviews, advises, “One simple way to reinvent performance appraisals is to shift the responsibility for initial evaluations back to your employees. If you ask workers to grade themselves, you’ll find (more than likely) that they’re harder on themselves than you’d ever be! And this, more than any other exercise throughout the year, may place you and your supervisors in the roles of career mentors and coaches rather than unilateral decision-makers and disciplinarians.”
In the report, Falcone advises, “Before you implement a performance review, you should open avenues for discussion by giving employees a separate self-evaluation form.” The form will allow them to think about and recap their achievements, identify their favorite parts of their jobs, the areas they find most difficult, and write down ideas regarding their future development and any bold new ideas they have to better meet company goals.
Falcone advises that such a basic self-evaluation form should ask three core questions:
1. “Why is our company a better place for your having worked here? How do you feel you have performed throughout the review period? Name some specific accomplishments.”
2. “Which performance areas do you wish to develop? What can management do to help you build on your strengths?”
3. “What are your goals for the upcoming review period? Measurable outcomes?”
Performance reviews and appraisals can and should be used to reevaluate the most effective intrinsic and extrinsic rewards. By putting dates on the calendar, Performance Reviews and Performance Appraisals set deadlines to ensure that managers stop, assess, and figure out the best way to drive growth and make sure employees are working to their strengths. In short, effective Performance Reviews can help organizations grow organically and exponentially.
Business Management Daily’s free report, 10 Secrets to an Effective Performance Review also includes suggestions of both carrots and sticks to motivate and inspire managers to complete their reviews on time and for maximum effectiveness. Download it here.
About Business Management Daily
BusinessManagementDaily.com is one of the web’s fastest-growing business management portal sites. Expert editors update the site hourly with business news, commentary, reports, trends and practical advice that business owners and managers can use to save time, improve productivity and make money.
Business Management Daily provides plain-English, actionable advice to busy professionals in the areas of: human resources, leadership, management, administrative skills and tax. It is one of two brands of Capitol Information Group, an online and print publisher of actionable advice in various markets. The company’s Investing Daily brand provides self-directed investors with timely market analysis and market-beating stock portfolios.
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