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Ask people how they feel about being their bosse you’ll get how they feel ing reviewed by es and typically you’ll get a collective thumbs down. Most people dread performance reviews because employers handle them incorrectly, says Steve Venokur, president of People Sciences Inc.
“The purpose of a performance evaluation is to improve performance in a constructive way,” says Venokur, whose South Orange, New Jersey, firm advises companies on constructing career and management initiatives.
Employees should be reviewed every day and get immediate feedback for both good and bad performance. This way, workers are given time to correct negative behaviors and receive instant gratification for work well done. Also, when official review time comes, there are less likely to be surprises. This helps to reduce anxiety about reviews and creates a sense of fair play.
Ideally, everyone in the company should undergo a performance review. However, the management and regular staff should be treated differently. Members of the general staff should be reviewed by their supervisors. Depending on the culture of the organization, it’s a good idea to employ the “360” method, in which input is solicited from co-workers, customers and others in lower level positions. Venokur says this can provide a more complete picture of how employees fulfill their total scope of duties.
Reviewing managers can be tough because workers often fear backlash from their bosses. To avoid this, devise an evaluation form for employees to rate managers. Anonymous, numerical score sheets can’t be linked to any one employee and will shed light on the effectiveness of you and your managers.
For both teams, the objective of the review process is to come away with actionable items that will result in individual and collective improvement over the course of the year.