According to a McKinsey report, more than fifty percent of workers believe their supervisors do not conduct accurate performance reviews. One-fifth of workers said that their company’s performance methods encourage them. Some companies have discontinued performance evaluations completely. This article examines performance review best practices to assist managers in refining the planning and execution of the process. People become top performers by identifying areas they need to improve and then practicing and receiving performance feedback on those talents.
Too much performance feedback emphasizes moral behavior. Overly generalized feedback enhances defensiveness rather than receptivity to behavior modification. Management requires examining the cause-and-effect relationships between actions and results. It is one thing to tell a salesman, “You failed to connect with the buyer.” Effective evaluations include a two-way exchange of information, not simply a manager’s instructions.