Within many organizations the performance review interviews between managers and their employees an annually recurring phenomenon; Within some organizations, this is even several times a year. While keeping performance appraisals so it is on the agenda, this does not mean that it is also used for which it is intended; improving the performance of employees. This article describes some tips and guidelines for keeping a performance.
An appraisal well is designed to improve the performance of the employee. This sounds obvious, but it has other consequences than many managers draw from this: An employee perform better not only depend on the employee; a lot also depends on the manager himself. For example, the employee has a manager given sufficient guidance? Are the duties of the employee attuned to the qualities of the worker? Does the employee need more responsibility in his / her job to stay motivated? All these questions must be answered in a performance review. This achieves the objective of a performance; the performance of the employee by improving on both the side of the manager as to implement improvements from the employee.
Did you have sufficient guidance in your work in order to perform your duties to your satisfaction?
For the manager, the question could be:
Do you have sufficient guidance to the employee in his / her work to carry out the tasks satisfactorily?
Also for the other important aspects from the questionnaires, the questions may be formulated in this manner. Other important components include the motivation of the employee, or the employee can handle more responsibilities, or properly use is made of the qualities of the employee, whether there are possibilities to make work more attractive and whether other matters play which affect or may affect the performance of the employee.
By making use of such questionnaires and provide the questionnaire for the employee one week before the start of the call will be enforced from the manager basically a preparation from the employee, without being negative about here will stand.
When the conversation is not just about dealing with all the questions; the important thing is to ask by as much as possible topics. In a good performance review the manager is thus only concerned with asking questions: Why? How is that possible? What do you mean exactly? This makes the underlying reasons be traced to the performance of an employee and can be sent on; Interestingly, however, that in most cases the responses to the questionnaires of both the manager and the employee almost match: An employee and a manager did not differ so much in their attitudes to such topics! The advantage is that an employee less quickly in the defense will fail if he / she has found something. Keep the conversation also consider interviewing, such as dropping breaks to obtain more detailed responses from the employee.
Keeping a performance