Effective Performance Reviews Emphasize Employee Value

Frustrated by the performance reviews he received and by the inadequate standard corporate forms on which he was tasked with writing reviews, Scott Hanton, editorial director at Lab Manager, developed an updated approach to assessing performance. This approach prioritizes conversation and building upon strengths. Scott has decades of experience as a researcher, lab manager, and business leader. Here, Scott shares his perspective on conducting performance reviews that enhance lab performance and foster trusting relationships.

Q: Why is it important to conduct meaningful performance reviews?

A: Employees have a need to understand if they are being successful at work. Supervisors have the responsibility to provide feedback along with coaching to help staff improve their performance. Providing meaningful feedback is a key step toward building trust and engagement between management and staff.

Q: What are the key components of an effective performance review?

A: The performance review consists of two parts: a written document and a conversation. I’ve found that a written document that includes three primary components—accomplishments, opportunities to improve, and a core message is effective.

Even poor performers have accomplishments. Use the opportunities to improve section to identify strengths that the lab needs more of and ways to further develop those strengths. The core message is a short summary of the performance. It is written in plain language and candidly reports the level of success, or lack of success.

The performance review conversation covers all the points of the written review and expands on them. The goal is to have mutual understanding of the expectations of the role and the employee’s performance. The conversation needs to celebrate the successes and address performance concerns. The best reviews are an evenly balanced conversation. The worst review is a monologue.

The performance review is also a good time to get feedback from the employee. Leaders can ask how they can improve their supervisory skills. By asking for candid feedback, the review becomes more balanced.

Q: Many people have a negative attitude toward performance reviews. How can performance reviews be positive and useful to both the manager and the employee?

A: Most people have negative attitudes about undergoing a performance review because they feel “picked on” regarding their weaknesses. Many review processes focus on problems in performance. The employee can feel that management is trying to force them to correct perceived deficiencies.

Conducting performance reviews that clearly document accomplishments and strengths can change how staff feel about their review. Including strengths in the discussion around future improvement validates how that individual is contributing to the lab. As well, this discussion about improvement can be approached with an attitude of support, understanding, and a willingness to assist rather than an attitude of blame or shame. A manager can recognize the resources the institution can offer to help the employee overcome difficulties rather than making demands for change without guidance.

Q: How can a supervisor use a performance review to help the employee develop their strengths?

A: Developing strengths is a key step toward building employee engagement. Use the “opportunities to improve” as a platform to identify and grow key strengths. Provide clear actions the individual can take that will help them build on their existing skills. Ensure there is opportunity for the employee to act. Remember that we need the opportunity to fail for learning to occur. Give them the space and safety to learn.

Too many supervisors focus on improving areas of weaknesses. This negative focus often has the unintended effect of encouraging weaknesses to grow. Unless a weakness harms the person’s chances for an upcoming opportunity, it can be ignored. Growing strengths leads to excellence. Improving areas of weakness can, at best, only deliver mediocrity.

Q: How can a manager effectively talk about areas of performance that need improvement while keeping the review positive and well-received?

A: There is a fundamental difference between being brutally honest and being candid. We can have conversations about difficult topics if we ensure that the other person’s self-esteem is preserved. We can tackle the performance problem in detail while simultaneously supporting the person. The sharp parts of the conversation are focused on actions, behaviors, and outcomes, not on the person themselves.

Supervisors can provide the gift of constructive criticism during the review. It is not sufficient to point out performance problems. The supervisor must also provide well-considered approaches for solving issues. This caring attitude is needed to help someone see a better approach to their work.

Q: How can the key messages of a performance review be clearly communicated?

A: Remember that communication is largely through body language and tone. Approach the review with a positive mindset. Smile and be welcoming. First, address the positive accomplishments and strengths, then turn to any performance issues. Encourage dialog. Sometimes, asking open-ended questions can help spur a more meaningful conversation. Be curious. Strive to understand the employee’s perspective and motivation.

Use a section of the written performance review to summarize the performance in succinct, clear language. Here is an example of a real-life core message for a middle-of-the-road performer.

Core message:

Karen met our expectations this year. She did a good job delivering her science and working within her team. In the coming year, we’d like to see Karen expand her role, leading greater cooperation across organic functions and helping to improve the lab safety system.

This message states her performance versus expectation, highlights some successes, and states areas for improvement using language that is easily understood.

Q: What is your advice on how to best prepare to conduct a performance review?

A: I advise a supervisor to do these three things in advance of conducting a performance review:

1. Prepare yourself. Process your emotions so that you can be calm and supportive during the review. Giving performance reviews is hard work. Ensure that you are mindful of your needs. Get some sleep, eat well, and do things that build your energy.

2. Set aside some time to think and prepare. During this time, write a document that is fair and equitable to the person about their performance. Get feedback from others about that person’s performance. Decide what strengths to emphasize, how to describe the performance, and how the employee fits into the lab’s needs for the next cycle.

3. Be brave. There will be some performance reviews that are more difficult than others. There is a kindness in being able to deliver a truthful review in a positive way. Some people will argue and defend their performance, but it is important to stick to your convictions and have a conversation around your view of their performance.

Q: What is the most important takeaway message you want us to remember about performance reviews?

A: Let me borrow a quote from Maya Angelou: “I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” Use the performance review, no matter the level of performance, to help people feel valued and cared for. Celebrate successes, grow strengths, and fix problems.

Demonstrate that you care about the employee as a human being and that you are invested in their success.

Scott Hanton will talk more on this topic in his webinar presentation, “How to Write and Conduct an Effective Performance Review” on Wednesday, August 7, 2024 at 1 PM EDT. Join us live or watch on demand. Register here.