The Key to Efficiency Reviews Is Preparation


It’s challenging to offer a review that effectively navigates the psychological and interpersonal dynamics while likewise balancing the complex, competing goals that are present in the majority of performance evaluations. In my work as an executive coach, one of the most frequent requests I get from customers is to supply feedback on efficiency reviews they’ve drafted before they provide them.

Before you even begin preparing an evaluation, consider your objectives and objectives for the discussion, and examine how these objectives might be congruent with, or opposed to, one another. Your goal might be to focus on the specific’s job efficiency, social interactions, organizational citizenship, executive existence, or some mix thereof. Share a draft evaluation with a relied on colleague, manager, coach, or coach, and ask them if the review you’ve written is in line with the objectives you are attempting to achieve.

Are you focusing on their behavior, character, or both? Some supervisors believe that setting up a person for success requires focusing on habits; other managers believe it’s about character or character. There are pros and cons to both methods. On one hand, talking about what your reviewee does in particular circumstances stumbles upon as less judgmental, more fact-based, and more diverse. On the other hand, going over how someone comes across more typically can offer an easier, more-holistic focus with easier-to-remember themes. However, an individual may feel evaluated if the feedback is more about who they are than what they do. It’s practical to aim to strike a balance in between the behavioral aspects of how somebody carries out and the total sensation or impression that others obtain from them. If the evaluation you’ve drafted only recommendations particular events or work items, you may wish to include some summary or holistic feedback. Alternatively, if the evaluation is too basic, it’s helpful to referral particular incidents or deliverables.

Are you exercising your authority? In my experience, a lot of managers want to be liked, and start from a location of wishing to convince a worker to see things as they do. If a staff member doesn’t appear to get it over time, you may have to end up being more assertive and definitive about your perceptions as well as the perceptions of those who contributed 360-degree feedback. It’s appealing to sugarcoat feedback to maintain consistency in the short term, but doing so does not set up the individual for success in the long term.

It’s also challenging in a review conference to balance being participative and democratic, letting the other individual drive the discussion, and verifying your direct reports perceptions of truth while likewise exercising your authority as an employer, specifying reality as you see it, and taking control of the conference.

It can be appealing for a manager to attribute harder messages to others and to play the role of messenger for unfavorable feedback. But it is more valuable if the supervisor owns the feedback and is more candid and direct. Before delivering the evaluation, look over what you have prepared to ensure it reads as coming from a manager instead of from a peer or subordinate.

Are you communicating the best tone? It’s easy to be either too favorable or too negative in an evaluation meeting. Sometimes an employee who is having a hard time removes the message that everything is going well in his task performance; sometimes a star staff member might think you are disappointed with how well she is doing. Intonation, facial expression, nonverbal interaction, and feeling matter a lot in a review discussion. Your direct reports perception of how positive or unfavorable the feedback is can develop self-fulfilling characteristics, and depend as much on their sensitivities as on your intentions, so it’s important to think about adapting your approach to be most effective with different individuals, personalities, and perspectives.


For particularly tough evaluation meetings, you may wish to role-play the discussion ahead of time with a coach or colleague to make sure you are conveying the ideal tone and are prepared to respond to any challenges or pushback from the reviewee. It’s also helpful to balance a focus on the specific s performance with consideration of the situational factors that make their job easier or more difficult. Taking context into account can offer a review that workers will feel is well balanced, fair, practical, and motivational.

The follow-up after an efficiency evaluation meeting ought to consist of the things your direct report will do to more his or her efficiency and learning and the thing you will be doing to support and coach them towards their goals.

After a review meeting, it’s valuable to ask your direct report to send you a follow-up e-mail that sums up next steps and to arrange a meeting a few months in the future to review development. It’s likewise very beneficial to ask for feedback after review meetings to ask your direct report what would have made the feedback and discussion more helpful for them.

Preferably, by making every effort for balance, approaching the exercise in an open, mindful manner, and getting feedback about the review before and after it takes place, managers can offer effective reviews that enhance person, group, and organizational performance. The best managers are constantly making every effort to get much better at giving efficiency evaluations and feedback, and are open to receiving the feedback that enables them to do so.

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