Performance Review Questions to About Detail an Daccuracy

Use these HRMorning resources to make your performance reviews valuable and actionable. They will help yous understand what makes for an constructive performance review and why it is then important.

Using these tools, which include process tips, key phrases and examples of written reviews for employees at various career stages, you lot'll be set to blast the review procedure, write superior performance reviews and get the all-time piece of work out of your team.

Click to jump ahead:

• What is a Performance Review?
• What is the Purpose of a Functioning Review?
• Performance Review Process
• Postal service-Review Evolution Plan
• How to Write a Functioning Review
• Performance Review Examples
• Functioning Review Tips

What is a Performance Review?

Performance reviews are, at their core, a communication channel between employees and their supervisors. While primarily focused on evaluating employee performance and setting ongoing expectations, functioning reviews should likewise give employees a chance to share their impressions of, and expectations for, their work situation.

Ideally, that advice increases cooperation and agreement betwixt supervisors and employees, thus enhancing both work performance and the work surround. Those enhancements are reflected in better customer service, more engaged employees and improved organizational performance.

What is the Purpose of a Performance Review?

Whether conducted as an annual formal evaluation or a weekly check-in, functioning reviews give employers and employees periodic opportunities to appraise how well the employee'south efforts match with nigh- and long-term goals.

They also are a gamble to arrange goals to ensure they proceed to align with any changes in the arrangement's strategic priorities.

In addition, functioning reviews guide the development of training plans to maximize the employee'due south strengths and address whatever skill or cognition gaps that might hold them dorsum.

Finally, while most organizations have now separated functioning and compensation discussions, the performance review should correlate with merit pay and targeted bonuses based on performance and with promotions.

Performance Review Procedure

The traditional annual review is on its way out at more and more organizations, with increasing focus on continuous feedback and functioning management.

Organizations are also refining the metrics they runway and the frequency of and style of communication between supervisors and employees.

And jobs, schedules and training are all getting more personalized.

Despite those very significant changes, performance evaluation remains a procedure that follows specific steps, start with conscientious preparation on the part of supervisors.

Preparing for the performance review

Here are some of the key steps every supervisor should follow in planning a performance review. Many utilize more straight to annual or semi-annual reviews, but y'all should go on them in mind as a framework for assessing performance in whatever setting.

1. Review and update the employee's job clarification. Y'all should do a detailed review at least once a year, and any time an employee'due south duties modify. Every bit part of a formal review, you lot should accept the employee look at the description to assess whether it is accurate. Y'all can't provide a fair evaluation or usable feedback unless anybody understands and agrees about the employee's responsibilities. If responsibilities have inverse since the concluding performance review, revise the description and share the revisions with the employee before you lot provide whatsoever feedback.
2. Take fourth dimension to assess whether task functions are still aligned with organizational needs. It'due south important to regularly ask the tough question, "Practise the reasons we created this position still be?"
   Practice the tasks involved contribute meaningfully to achieving our short- and long-term strategic goals? Or were they put in place to accomplish things that're no longer needed or even deadening us down? What should we eliminate? Add? Re-emphasize?
3. Revisit how specific performance is measured. Performance should be evaluated according to established and agreed-upon expectations – the list of specific outcomes that the employee knows they know you look them to reach. Where advisable, each of those outcomes should have a completion timeframe and, in most cases, that timeframe shouldn't be more than 12 months. Many organizations call these Central Performance Indicators (KPIs) or Objectives and Key Results (OKRs).
4. Appraise grooming and evolution needs. Employee goals should be off-white just challenging. Achieving some of them volition often require new or improved skills. If existing goals included preparation, check the employee'south progress towards completing the training and achieving expected competencies. If setting or resetting future goals, be prepared to talk over what training will be needed, and deadlines and required achievements and how the employee can access needed training resource. And continue in mind that in that location is merely and then much fourth dimension in each twenty-four hours/week/month/yr. Employees will have to accomplish training goals while likewise achieving all their operation goals.
5. Remind yourself that you demand to be objective and fair. Yous are assessing bodily operation, not anticipated or potential work functioning.
   And it is critical that yous don't let any personal likes and dislikes arrive the way of measuring actual performance.
   It isn't like shooting fish in a barrel for any of us to always recognize personal prejudices, bias, or favoritism that might color an assessment. Simply remember: this is well-nigh more than than only being fair. You also take an obligation to avoid getting your organization into serious legal trouble.
6. Make notes. Even if you lot're just doing a quick cheque in, you should accept at least a short list of items to discuss with the employee.
7. Set a fourth dimension. Whether it's texting "Take a minute this afternoon to review the week?" or scheduling two weeks in accelerate for their annual review, make certain the employee knows that you'll be discussing operation and has a chance to fix.
8. Focus. As much as possible, focus on only ane or two factors in regular feedback sessions. For more formal reviews, exist sure y'all analyze the employee's performance confronting each factor listed on the performance evaluation course.

Conducting the Review

The less formal check-in and feedback sessions typical of continuous functioning management can happen well-nigh anywhere, whether at the employee'southward workstation, in the deli or on a walk around the building.

Still, even though the location and discussion might be more casual, you need to continue some basics in mind.

Almost chiefly, any substantive performance discussion is a private interaction between you and the employee. Scout your volume and be aware of anyone who'due south inside earshot.

Avoid interruptions. Whether the word takes 5 minutes or xx, avoid answering your phone or responding to a text unless it is truly urgent. If y'all must interruption away, be clear that you desire to continue equally presently as possible and make sure that it happens soon.

If the discussion turns to more sensitive topics or just needs more fourth dimension, end and reset. That may simply mean saying, "Let's motion this to the conference room" or require scheduling a longer meeting every bit before long every bit possible.

When a functioning evaluation requires a more detailed discussion, whether that'south to become into more than particular on something that came up in a check-in or a formal annual review following these guidelines volition assistance you and the employee get the most value from the process.

1. Choose a quiet place where yous can both focus simply on the evaluation. If possible, choose a neutral location.
2. Always see privately and avoid all interruptions, including phone calls. Making a point of turning off your own phone will tell the employee the review is your most important task right at present.
3. Allow enough of time. The employee should never feel like this process has been rushed.
4. Talk near the employee'south strengths too as any challenges or areas of weakness. If an employee is worth keeping, you want a performance evaluation to go along them positive and engaged. That means acknowledging and encouraging high-quality work forth with an honest cess of where they need to improve performance.
5. When discussing weaknesses, exist specific near what needs improvement when those improvements must be made. Be very clear about the consequences for not making those improvements. Make suggestions for how to accost those areas and inquire the employee to propose steps they think will help them achieve required performance. While it may not happen at this coming together, the evaluation is non complete until you and the employee concur on timelines and specific actions to be taken to address operation issues.
6. Ask for the employee's input on setting new goals and KPIs/OKRs also. The more involved they are in "designing" their jobs, the more than committed they will be to achieving results. Again, the review isn't consummate until y'all and the employee agree on new and continuing goals and how you'll measure progress.
7. Guide the chat but don't dominate it. Call back, a major goal of performance reviews is to open an effective channel of communication between you and the employee. Let them do most of the talking; don't interrupt or cross-examine and be willing to listen to and learn from the employee. Echo what they tell you dorsum to them to be sure you understood what they said.

And information technology is worth repeating. Part of a supervisor'south responsibility in conducting performance reviews is protecting your organization from serious legal problems. How a functioning review is conducted and documented tin can win or lose a lawsuit if an employee sues for discrimination or wrongful termination.

Employment lawyers Squire Patton Boggs warn of mutual mistakes supervisors make during reviews:

• Failing to follow established review procedures and timelines
• Not thoroughly documenting functioning reviews
• Failing to have written functioning ratings sync upwardly with verbal comments fabricated during the review
• Giving inflated ratings to avoid hard conversations or pain workers' feelings or
• Basing ratings on factors not included in a chore description and performance plans, and
• Non giving specifics about what an employee did well or withal need to improve on.

In short, be prepared, be objective, exist honest, be detailed, exist firm, and be articulate.

Post-Review Development Plan

Whether addressing a problem area or preparing the employee to accept on additional responsibilities, formal development plans are critical to increasing an employee'southward value to the organization and the organizations ability to achieve strategic goals.

That's why identifying an employee's training and evolution needs is amidst the most important dividends of a well-designed performance review process.

Oftentimes organizations think about employee development primarily in the context of a Performance Comeback Programme (PIP) focused on addressing job- or behavior-related performance deficiencies.

Here, however, we focus on evolution plans' value as tool to encourage and enable good performers to better on the loftier-quality piece of work they've been doing and to take on new responsibilities.

They are also a key to retaining your best workers. Surveys evidence that employees see career development as ane of the nigh important reasons to keep working – and working difficult – for any system.

And, when they don't come across a commitment to helping them gain skills needed to advance their careers, your employees are open to offers from competitors who are investing in learning and development.

Whether it comes out of a continuous performance management process or a traditional annual assessment, a development program has specific objectives:

• Identifying long-term (5+ years) goals/career objectives
• Setting short-term (1 – 5 years) goals and career steps that will help accomplish long-term goals
• Agreeing on specific steps (classwork, cross training, project assignments, etc.) which will help attain short-term goals
• Prioritizing those steps
• Setting firm target dates for completion of each action stride.
• Defining specific tasks and schedules to accomplish each step.

Many of those goals, steps and tasks will be shared across teams, of course, just well-nigh demand to be laser-focused on the private employee.

Development Personalization

Personalization is moving out of the realm of concern-to-consumer commerce and into almost every arena of human being activity. For HR, this tendency means empowering employees to find the best path to mastering skills needed to practise their jobs.

That translates into a need for customized grooming that focuses on the specific requirements of a chore and individual employees' specific skills and skill gaps.

That tin be tough for small Hour departments. The good news is that there are a growing number of technology solutions that tin help even the smallest 60 minutes squad develop and implement flexible, personalized programs.

When those are tied closely to continuous evaluation and feedback, grooming plans can adapt more quickly to irresolute job requirements — and become more relevant to employees.

How to Write a Performance Review

Written performance reviews should always include a few paragraphs explaining the manager's full general assessment of how the employee is doing.

It works all-time when managers take some latitude as to the content of this part. The assessment requires a general judgment on performance during the past yr and a call to activeness for the future.

The written review should lay out a clear career path and permit people know that their piece of work is appreciated by their colleagues, their manager(s) and the organization.

Managers may want to use some of these verbal words (when they are true) to make employees feel good most themselves, their work and their employer.

It's good to narrate the review by opening the conversation maxim something similar, "This is a mostly positive review …" or "You lot've had a very good year …."

Recall: Be conscientious with superlatives – since managers want people to have an even better twelvemonth next twelvemonth.

For instance, information technology can never exist "the best ever …" since that'south ever yet to come.

A good way to exercise this is to build on what they already said in the review about liking the job and the people they work with.

To be able to do this and insert the appropriate phrases in the written review, it is helpful during the verbal review to inquire the employee what he or she likes best near the chore and so repeat that language.

If there is substantial doubt about the desirability of the employee's continued service, a Performance Improvement Plan should be implemented.

Functioning Review Questions

Like a good interview, performance review questions should never ask for Yes or No responses. Similarly, don't lead the employee by indicating that you are looking for a detail response.

Questions need to be straightforward and focused on getting the employee to draw their responsibilities, challenges, and performance in their own words.

In improver to asking about functioning, the questions should explore what skills the employee thinks they need to improve, either to practice their current job satisfactorily or to prepare for additional responsibility.

Here'due south an instance of a written questionnaire you tin can apply to determine how an employee understands their responsibilities and how well, or poorly, they think they are fulfilling those responsibilities.

For annual reviews, especially, the answers to these questions provide a framework for the chat betwixt supervisor and employee.

Sample functioning review questionnaire

[Proper name of Organization] Performance Evaluation Questions

From fourth dimension to fourth dimension, information technology is our practice to agree performance reviews.

These reviews are non intended as "report cards" – rather, they are a gamble for u.s.a. to evaluate together where you lot accept been, how you are doing and where you are going.

Part of what makes these reviews valuable is your preparation. The more thought you lot put into the procedure, the more yous get out of it.

Please evaluate the post-obit questions.

1. What are your chore responsibilities, as you understand them?
2. Rate and evaluate how you are doing in each expanse.
3. What aspect of your performance are you lot nearly pleased with?
4. What aspect of your functioning exercise you recollect you need to work hardest on in the coming months?
5. What skills practice you lot want to improve about on and how do y'all plan to do it? What help do you lot need?
6. What is the ane thing you are happiest virtually in your current work environment?
7. What is the one thing you are unhappiest about and would like to alter?
8. How are we doing in satisfying your needs?

Optional additional question:

• Are in that location any specific professional aspirations, hopes or ambitions that I should exist aware of every bit your supervisor?

Performance Review Phrases

Once you've reviewed the employee'south self-evaluation and had a meeting to discuss their functioning, it's time to sit down and certificate your evaluation.

On the written review form, the phrasing needs to be a little more formal and should be consistent across all employees' reviews.

Here are a few helpful examples of performance review phrase you might utilize, broken out into general categories:

Attendance/Punctuality

• Consistently arrives on time for work, meetings and training and development sessions
• Improved omnipresence at not-mandatory training and meetings
• Meets deadlines or provides sufficient detect when is unable to meet them

Productivity

• Consistently exceeds product targets
• Has demonstrated significant improvement in achieving production targets since terminal review
• Consistently lags team in meeting targets

Communication Skills

• Effectively communicates with projection teams
• Escalates issues in a timely way
• Displays improved listening and comprehension when receiving and executing instructions
• Needs to be clearer when communicating expectations to direct reports and peers

Cooperation

• Collaborates finer with team members to complete projects on time and at loftier quality
• Has improved in seeking help when needed to complete projects on time
• Actively works to share knowledge and solicit input from other team members
• Needs to better support team members who ask for help or explanations in completing assignments
• Needs to be more proactive in monitoring direct reports' progress on assignments and providing resource in a timely way when required

Problem-Solving

• Needs to work on suggesting solutions rather than merely complaining about perceived problems
• Has demonstrated ability to empathise and solve bug but needs to take more initiative rather than waiting for didactics
• Shows creativity and initiative when tackling complicated problems
• Tends to make excuses and blame others for issues instead of seeking solutions
• Encourages and empowers directly reports to find solutions on their own and as part of the squad

Flexibility

• Seeks new approaches when established processes and procedures are no longer constructive
• Adapts willingly and effectively to changing requirements
• Tends to resist new approaches and fence against needed changes in the face of declining results
• Accepts and implements constructive criticism and guidance to improve operation

Drive

• Actively Seeks increased responsibility and takes on new challenges with enthusiasm
• Looks for creative ways to ameliorate squad results and delight customers
• Works consistently to meliorate skills and learn new skills
• Does not take initiative in pursuing training and evolution
• Avoids taking on boosted responsibility and new assignments

Leadership

• Leads by example, demonstrating consistent strong effort and upstanding professional behavior
• Makes sure that employees have a articulate agreement of their responsibilities
• Needs to improve communication way to avoid condescending to directly reports and peers
• Creates an environment of trust where team members feel comfortable sharing ideas and opinions

Performance Review Examples

Of course, a operation review can't but exist a series of bulleted phrases. Here are 3 examples of written evaluations of employees at different stages in their careers.

Instance #ane: Review of a very promising inferior employee

(Given at half-dozen months, this review is designed to push an employee to stretch)

To: [Employee Name]

From: [Proper noun of Supervisor]

RE: Performance review

Date: [Engagement of Review]

Here'southward a summary of what nosotros discussed at the performance review last XXXXX subsequently your kickoff six months here:

You are well on the way to meeting and in some areas exceeding the expectations nosotros had of you equally to where you would be after ane full twelvemonth with usa. We have every reason to believe that afterward your first year, you will be able to role as reliable employee in an of import position, producing quality results with as niggling supervision as possible. There are other things connected with existence a valuable employee: liaison with the marketing department, public speaking skills to enthuse others, etc. (Be specific.)

But if yous dedicate yourself to a solid learning process, your long-term goal of eventually condign a managing director and training others in our mode of producing business organization results also seems doable at this point. Y'all will realize that you still have much to learn on principles of management, leadership skills, the big-picture business executive outlook, principles of marketing, etc.

You'd exercise well to concentrate for the moment on becoming the best at what you currently practise. That will requite you the confidence that will serve as the building block for futurity success in all other areas.

Nosotros'll practise everything we tin can to help you lot achieve information technology

Instance #ii: Review of a strong employee seeking a promotion

To: [Proper noun of Employee]

From: [Proper noun of Supervisor]

RE: Operation review

Date: [Engagement of Review]

To memorialize last week's operation review, here's a summary of what we discussed:

Potent points:

• Sense of ownership of your piece of work
• Self-starter mentality, initiative for coming up with ideas
• Developmental activities, both in formal and informal settings with selected employees
• Neat awareness of and adherence to processes/procedures
• Strong core-area skills (Be specific.)

Emerging skills you demand to build on:

• Keeping footstep with technological advances

Yous have mastered execution of almost specific aspects of your work, but yours is a field that is always changing and updating itself. It'due south incumbent on successful employees to stay beside of these changes to keep themselves updated and ahead of the technological curve.

• Making yourself results-driven

You accept to heart the task of making your work the best it can be, merely I don't even so get a peachy sense you have etched in your heed it'due south all for a concern purpose – (put specifics here). Make those numbers your personal goal and link your tasks more closely to business results.

• Building and maintaining proficient relationships

Good relationships are the heart and soul of future business arrangements. These strategic relationships demand to be developed and maintained on a regular basis.

Areas that even so demand some more work:

• Meeting deadlines
  Deadlines have turned out to be your biggest challenge. You should be able to organize customer needs and deliver service consistently, not simply now and again. Find ways to maintain that momentum!

Activeness steps:

• Go better at thinking ahead instead of simply instinctively interim.
  • Activate the left "analytical" role of brain, not just right creative side.
  • Read and emulate success stories of others.
• Knowledge of and feel for full general management and business principles
  • You lot have started to read business and management books, but a sophisticated level of understanding of business principles does not notwithstanding consistently show in your piece of work.

Activity steps:

• Continue reading management and business organization books.
  • Hash out what you've learned, prove it in "up advice" reports.

Example #3: Tough feedback to a newer employee

To: [Employee Name]

From: [Supervisor Name]

RE: Performance review

Date: [Date of Review]

Here's a summary of what we discussed:

Strengths:

• Organizational skills and fourth dimension management
• Mental attitude and work ethic
• Initiative – you're broken-hearted to take on more than what's required and expected
• Clear communicator.

Areas to work on:

Flexibility. You lot're strong-willed and you believe in yourself. Strong convictions have given you a confidence base that served you well in learning a difficult field and making the progress to date, which is considerable. There is a flip side to strong convictions, however. If they aren't tempered by flexibility, it tin can upshot in rigidity. There is no room for rigidity in our culture. We're a flexible company with few rules – the only dominion is to try to serve our customers the best possible style. You've exhibited something bordering on rigidity in several ways. On a adequately minor betoken, yous're sometimes hesitant to beginning over when that'due south exactly what is needed. We don't believe ironclad rules on who does what make sense from the point of view of serving customers.

We also admire your ambition to be named a Group Leader in short order, but it worries us that you apparently think that yous're but about there. You have already told u.s.a. that we will take to agree to disagree on this point, but nosotros still urge you to try to understand – and at least respect – management's point of view. As long equally the managerial hand-belongings must go along to go your projects into marketplace shape, you have to realize that whatever promotion is premature. Your focus now should be on continuing to learn your field, or, in terms of a sports analogy, continuing to chart plays from the bench, understanding why something worked and why something else didn't, instead of tugging at the sleeves of the omnibus saying, "Put me in coach, I tin can do it." We concord no 1 back unfairly. We take a crying need for good people. When you're fix for more responsibility, we won't hesitate one moment to confer information technology.

Developing expertise. You learned a lot well-nigh your products this past year, merely you lot accept nevertheless more to learn. Y'all may now understand the marketplace needs, but you don't always detect the best means to fill up them.

Be relentless in your efforts to find out what whatever piece of info really ways to our customers, brand the extra phone call to regulators, consultants or other sources. Learn how business organization works in full general and how business principles apply to your field. Ask in-business firm experts. Prepare a site visit. Go to conferences to rub shoulders with our people. To a higher place all, seize every opportunity to talk to customers on the phone. Nosotros'll assist you in every manner we tin can to scale the learning bend faster.

Full general assessment:

Y'all came to us with trivial practical experience. We hired you mainly on the raw desire and determination nosotros saw in you. In view of that, you accept exceeded our expectations during your first year hither. Your eagerness to learn a difficult surface area has pleasantly surprised us. You've made outstanding progress and you've shown yourself to be reliable. That's made y'all an important role of the team that has shown improvements in the business results. You can be proud of what you lot take achieved in your first yr, merely that pride should be tempered by a healthy dose of humility, the realization we all take about how much more there is to larn.

This is a generally positive review that hopefully provides the road map for your journey to scale the next level at our visitor. Your intermediate goal is to (exist specific here). Following this road map can get yous there.

Over the side by side few months, nosotros remember it's a good idea to open another avenue of learning for you in an unrelated market place expanse, so you'll be progressing on more than than i rail simultaneously. That'southward so y'all will be able to accept advantage of the kickoff realistic opportunity for substantial advancement that arises. We trust yous'll tackle whatever new assignment with the same dedication you've shown so far.

Performance Review Tips

First, another reminder that functioning reviews tin can create or contribute to legal problems for your organization. It'due south easy to overlook key parts and end upwards in a legal mess with employees. To assist avoid that, check your review procedure against this checklist:

Performance appraisals serve 6 functions:

• Evaluate an employee'due south status
• Encourage or change behavior
• Set goals
• Serve as a basis for rewards or cosmetic action
• Serve as a basis for training and development plans
• Create a detailed tape of job requirements and performance

Constructive and legal reviews all share these primal components:

• Consequent standards
• Complete and accurate documentation
• Open up advice
• Honesty and fairness

Ineffective performance reviews can cause:

• Perceived unfair treatment
• Low morale
• Bad relationships between employee and supervisor
• Mixed letters
• Gaps between what the employee thinks and what the supervisor thinks

A successful operation appraisal is finished when:

• Employee has been rated using clear and fair standards
• Accomplishments and comeback needs take been acknowledged by both parties
• Goals have been set up
• How the goals volition be reached has been established
• Key points have been documented by supervisor and signed past both parties

And remember, a functioning review is most feedback. It is a conversation well-nigh how much meaning and purpose a director tin can create with an employee.

No operation review tin be successful unless the manager has already given skilful feedback and management regularly throughout the yr, making assessments and adjustments along the mode, and building rapport and confidence with the employee.

Here are half-dozen tips that volition help get the nearly out of informal cheque ins and formal performance reviews.

1. Hold periodic informal feedback sessions.

Your all-time bet for accomplishing this is to mark your agenda with dates and notes such as "Hold a 'how ya doing' talk with Hank" to remind you periodically throughout the twelvemonth to sit downward with employees to discuss their functioning – outside the formal appraisal setup.

That promotes a "no surprises" environment when y'all practice the actual face-to-face appraisal after on. These informal talks create "cheque-up" points along the way, and help go along the manager and the employee focused on the worker's evolution.

two. Proceed a record of the breezy sessions.

Nil fancy, only endeavor to keep notes of what was said, what was agreed upon and when you talked. Notes like that can help resolve disputes that might come up later during the formal review.

This kind of documentation volition let you respond with specific comments similar, "When we talked in Baronial, yous said …"

3. Standardize your evaluation criteria as much equally possible.

If y'all have two or more employees doing like jobs, you lot'll want to make sure you lot're using the same standards to approximate their performance – whether information technology's straight productivity numbers, quality levels, revenue generation or other measurable criteria.

The reasons for standardizing are threefold:

• It'll make your life easier, in that you won't have to reinvent the bike for every review. Yous'll have a predetermined set up of standards that you lot tin use each time.
• It'll brand more sense to your employees. They'll take a articulate understanding what'southward required and what they're existence judged on.
• Information technology'll help avoid lawsuits and charges of favoritism or discrimination. The main crusade of complaints is fuzzy measurement. If Employee A thinks he'south beingness held to a dissimilar set of standards than Employee B, expect Employee A to complain – to a lawyer, in some instances.

4. Study the employee's previous performance review.

Were goals laid out? Were promises made? Did subsequent events change any of the employee's circumstances since the last review?

It's important to familiarize yourself with all the components of the previous review, especially if the review was done by some other director. Yous don't desire to be caught off-baby-sit or appear to exist unaware of major understanding or problems.

v. Inquire the employee to exercise a write-up of accomplishments.

Some people may wait you lot to remember everything. Fact is y'all can't. No one tin can. That's where the employee'south write-up, or "self-evaluation," comes in handy.

You'll (a) become a reminder of what the employee has achieved since the concluding review and (b) take a basis and for comparing your evaluation and resolving differences. The terminal affair you want is to walk into a review and get surprised past the idea that the two of you have totally different views on what happened since the last review.

half dozen. Talk to customers, relevant co-workers and other points of contact for the employee.

Just about every employee does tasks that get unnoticed by a supervisor. It'due south unavoidable, and no supervisor can be expected to know and see everything.

A supervisor is, notwithstanding, expected to exercise a little legwork to acquire every bit much as possible most the employee. Did she, without being asked or recognized, assistance another employee with a difficult projection? Did she go the extra mile for an of import client?

Equally a responsible supervisor, you lot'll want to find out about those instances. And the more y'all tin detect about, the better. Multiple sources will requite you a better-counterbalanced view, rather than relying on one source who says the employee is great — or terrible.

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Source: https://www.hrmorning.com/performance-review/

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