Author: Sheri Mazurek

Most employees in companies today are all too familiar with the concept of the performance review. Just the mention of this often dreaded occurrence of discussion with one’s supervisor where they get to critique every move you’ve made during the year while you sit ideally by is sure to send negative feelings throughout the mind’s of employees everywhere. The performance review generally has a similar effect on managers and supervisors as well. So why is this performance review so dreaded and loathed by many?

A few of the reasons are listed below.

Employees:	Managers:
They have no control in the situation. Managers get to provide ratings and comments on multiple areas of performance that are most often subjective in nature. If an employee disagrees, they might get a small “employee comments” area to provide their rebuttal all the while knowing that if they push too much the person controlling their future still has control.	Managers often dread the discussion of the employee performance review assuming the discussion will turn into a battle with the manager left to convince the employee that their ratings are accurate. Managers usually assume employees think they perform better than they actually do.
Reviews sheets are completed before the actual discussion occurs. Therefore bringing up comments has little effect on the actual rating which is most often tied to their annual increase which is usually only a few cents different from the person with the next highest or lowest rating.	Managers are busy with tasks and goals of their own . Taking the time to thoroughly review a whole year’s worth of performance is time consuming. They often rush through the forms because the HR department has a deadline they are struggling to meet?
Employees are often forced to write a self evaluation prior to the meeting as well. Unfortunately, these usually only serve as annoyance to employees because the majority of the time it is ignored by the supervisor any way.	The forms are too complicated, long, short or don’t cover what is really important to success in this department.

So, what’s the answer to overcoming the negativity around the performance appraisal? Here’s a few tips to get you started:

1. Set clear expectations. Provide them on the first day of employment.
2. Provide feedback all year. Create a culture where performance discussions are a regular part of the work day and review meetings are held at frequent intervals such as montly.
3. Ask first, tell later. Begin a performance discussion by asking the employee to rate their performance. Have them provide examples of where they have met and exceeded the expectations.
4. Do not complete the form until you have the discussions. Do monitor performance all year and have examples ready to discuss.
5. Guarantee no surprises at the annual meeting. If you are waiting for annual meeting to discuss performance, you lost your chance to be effective.

How does your company handle the performance review? Why do you hate it?

Your thoughts and questions are always welcomed and encouraged!

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is currently employed as the Human Resource Manager at EmployeeScreenIQ, a global leader in pre-employment background screening. Follow her on twitter @sherimaz!

One of my favorite reads is the Fistful of Talent blog. The blog hosts a number of talented HR folks who focus on moving the profession forward. The perspective of this group is fresh and I highly recommend adding this to your reader.

In a recent article posted on the blog, author Tim Sackett discusses the workforce readiness of college grads (or should I say the lack of). He further provides insight on how the parenting of these graduates fails to prepare them for the skills needed to be successful in the workplace. His list is right on the mark and I encourage you to review it here

So, what do we do if we find one these ill prepared college grads on our work team? For many of us, we continue the training of the workforce just like the well-meaning parents did before us.

1. Problem solving: “I don’t know what to do, I am going to have my manager handle this.” Managers if you are always solving the problems, you are doing nothing for the development of your team or for yourself. If you have time to solve all the problems, them keep solving them!
2. Collaboration: Do any of you have “chain of command” rules in your organization? Or do you find yourself saying, “Next time, you need to ask me.”
3. Agility/Adaptability: Anyone use those checklists with time frames for each and every task that is completed during the day?
4. Entrepreneurialism: Do you employees know how their work contributes to the bottom line? Do they know what factors control the department budget? Do they know you have a department budget? Have you ever asked for input in the budget?
5. Oral and Written Communication: What are your doing with your poor communicators. Do you just keep them away from clients/customers and find them a job that doesn’t require much. Are you modeling solid communication skills?
6. Accessing and Analyzing information: If you are always solving their problems and giving them the answers, how will they develop these skills?
7. Curiosity and Imagination: This is probably the most stifled skill of all. Our employees can’t think on their own. “We do things this way because it works or because that is how we have always done it this way.” Have you ever heard the saying, “keep doing what you’ve always done and you’ll get what you always get?”

If you want to succeed in business, your people have to succeed. Develop their skills and keep them engaged. That just makes good business sense. And remember, like parenting, management isn’t for cowards!

As always, your comments are encouraged.

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For more resources, See the Human Resources library.

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You can also follow me on twitter @Sherimaz

A recent survey, Mercer’s 2010 Attraction and Retention Survey (as cited on clomedia.com) indicates that 27% of companies are planning to expand their workforce, which is up from 12% in 2009. As more and more companies begin hiring in higher numbers, the fear of losing high performing talent increases for many. If you have that fear, please see the below list of things that will drive your high performing employees to seek other opportunities.

1. Fail to provide them with development opportunities
2. Question everything they do
3. Micro manage their work
4. Fail to let them take ownership of their work
5. Fail to provide challenging work
6. Fail to address performance issues of others
7. Fail to provide them with performance feedback
8. Fail to consider their insight or fail to even ask
9. Ignore their suggestions
10. Fail to discuss their goals

What else can you add to the list? Your comments and questions are always encouraged!

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For more resources, See the Human Resources library.

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My teenage daughter entered the working world about a year ago. While working in a national fast food chain wasn’t her first choice of occupation, she gladly accepted the position because she saw the opportunities and freedom that could come from having her “own money.” She also became aware during her job search that the positions in which she was really interested required her to be older (she is still a minor) or have some sort of previous experience. So not only would her year at the food chain bring the money she needed to pay her car insurance, it would also give her the experience she needed to move into another position. In her eyes, this isn’t the job she plans to have for five years. In fact, she will most likely leave as soon as she can find a job hosting or waiting tables in a restaurant with a bar so she can eventually move into a bartending position. Her ultimate plan is to follow this path until she graduates from college and moves on the better opportunities.
Now despite the fact that working at the fast food restaurant isn’t her long-term goal, she has proved to be an efficient and dedicated employee (for the most part). She discovered that she enjoys working with customers very much and that she can handle very busy stressful situations quite well. Recently this ability earned her some recognition during one of her shifts. Our conversation that day went something like this.

ME: “How was work today?”

HER: “Good.” (typical teenager response)

ME: “Good. So, did you work in the drive-thru or the front counter?” (example of my mad digging skills which are required to find out anything about your teenager)

HER: (sarcastically) “The drive-thru, of course. Oh and because I was able to meet the time goal while working it by myself, I got a ___________ (insert positive recognition sticker or something) so at the end of week, I might be able to win employee of the week and get a fun prize like a sticker or piece of gum.”

ME: “Well, I think that is cool.”

HER: (rolling eyes) “I’m seventeen; I don’t care about a sticker or piece of gum.”

So while she doesn’t care about a sticker or piece of gum at seventeen, she does care about her work environment and how the job fits in to her future goals. She does appreciate that her efforts were noticed. However, she sees rewards a little differently. She still works there because the company works around her schedule with school, social events, and the custody arrangement her father and I share. She also still works there because the job isn’t difficult for her and she enjoys working with people.

Motivation issues can’t be fixed with stickers and charts. It’s a cultural thing. Look for future posts on the subject of motivation in the coming weeks.

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For more resources, See the Human Resources library.

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And also, please send questions and comments.

A few days ago, I attended a track meet for 4^th and 5^th graders. After standing several hours in the 80 degree sunshine that afternoon, I with a group of fifteen other family members cheered on a 4^th grade track runner. During the first few laps of the boys’ 1600 meter (yes that’s one mile for 4^th graders) race, the 4^th grader ran at a comfortable pace taking up the third place spot. Then during the final meters of the race, he found the extra energy to take first in the final second of the race. Immediately after crossing the finish line, he raised his hands in victory with an expression of great pride while sixteen members of his family stood on the sidelines cheering, laughing, and even crying. He was immediately greeted with hugs, smiles and high fives as he exited the track. He received immediate positive feedback for a job well done.

Just an hour earlier, the 4^th grade girls’ 1600 meter race took place with a little different outcome. Four girls started the race and within minutes one girl took a clear lead. Within the first 400 meters of the race, the 4^th place runner was a clear 200 meters behind the 1^st place runner with the 2^nd and 3^rd place runners side by side in the middle of the two girls. There was no exciting finish to this race and the observers didn’t see the winner raise her hands in victory at the end. What was seen however was clear support for the last placed runner, who never gave up running even though she was clearly 300 meters behind the other runners. As soon as she came off the track, she was given immediate positive feedback for her perseverance and effort in the race.

What was most interesting about the winners of these two races is that the winner of the boys’ race achieved his personal best time that day. The girls’ winner was several seconds over her best time.

The bottom line here is this. Winners gravitate toward winners. They challenge each other and they push each other to give a little extra at the finish line. When winners lack challenge, they glide through the race. How are you challenging your winners? Do you know the potential of the members of your team?

Your thoughts are always encouraged.

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is currently employed as the Human Resource Manager at EmployeeScreenIQ, a global leader in pre-employment background screening.