5 Tips For Effective Review Meetings with Employees

You set up meetings with all your direct reports and head to a small conference room for the day. One-by-one they come in, you hand over an official review document, and then deliver feedback sandwiches. This is why you’re good, this is why you're bad, but wait (insert big smile) here is another reason why you’re good. Ok, talk to you later.

You hate it, your employees hate it and the feedback is so jumbled up into sandwich form that the message is often missed.

Performance reviews are a fundamentally difficult task because they require one person to stand in judgement of another. That said if you set yourself up in advance and don’t try to squeeze too much out of this half-an-hour once-a-year they can be a great opportunity to have conversations that set your team up to succeed.

Here are five things you can do to make your performance reviews feel more natural and productive. 

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What is a Review Meeting at Work?

Definition and Purpose of Review Meetings in the Workplace

A review meeting at work is a structured conversation between employees and management, designed to evaluate past performance, discuss current progress, and plan for future improvements. The primary objective of these meetings is to foster a culture of growth and continuous improvement within an organization. By assessing an employee's achievements and areas needing development, review meetings provide a basis for constructive feedback, helping employees align their performance with organizational objectives.

Key Participants and Roles Involved

Typically, a review meeting involves the employee being reviewed, their direct manager or supervisor, and sometimes, HR representatives. The employee is expected to actively participate by reflecting on their own performance and setting future goals. The manager’s role is to facilitate the discussion, offering feedback, support, and guidance. HR representatives ensure the process remains fair, unbiased, and consistent with company policies.

Benefits of Regular Review Meetings for Employees and Managers

Regular review meetings have numerous benefits. For employees, they provide clarity on expectations and performance, boosting confidence and motivation. These meetings create a platform for employees to voice concerns or feedback. For managers, they offer insights into team dynamics and individual progress, aiding in better decision-making. Over time, regular review meetings can enhance communication, increase employee engagement, and ultimately drive better organizational performance.

Tips for Effective Review Meetings with Employees

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1) Set Expectations In Advance

The review process should start at the beginning of the year, not the end. It is important that you earn the right to hold your employees accountable and you do that by letting them know the expectations ahead of time and explaining how the review process will work.

Reviews are not about telling an employee every thing they did wrong this year, they are about discussing progress on the issues that have been previously identified and discussed. These expectations should be updated and expanded on all year. If you see something that needs improvement it is on you to let the employee know about it immediately and throughout the year. Then at the review you can give feedback on their improvement.

It is also important during expectation setting that your employees have a chance to voice their own expectations. What is it they want out of their career. Where do they want to grow. What skills do they want to develop. If you are designing the reviews around advancing the employee’s self-interest they will be far more interested than if you are only talking about things that advance your career or help the company. Remember not everyone is trying to become CEO.

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2) Allow Everyone To Come Prepared

When the topic of an upcoming performance review is a big mystery it creates a lot of tension for both sides, and it creates a power dynamic that is unproductive.

About a week before the review ask your employee to jot down some of their biggest accomplishments from the last year. This will include them in the preparation and will ensure that you don’t forget to talk about the things that are most important to your employee. Solicit feedback from several colleagues as well so that your review can be the result of more than just your own opinion.

Finish your final review with enough time to present it to the employee at least one hour before the meeting. This serves two purposes. One it respects the fact that feedback often creates an emotional response. It is important to give people time to express those emotions before having a rational discussion. Two it allows the employee to go into the meeting prepared. It is just like circulating an agenda, good meetings happen when everyone has had time to gather their thoughts and prepare for the discussion.

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3) Tell One Story

An end-of-year review is not the time to give lots of tactical feedback, whether it comes in the form of a laundry list or a feedback sandwich. If you are trying to make 20 different points or are sandwiching one important negative point between two unimportant positive points you are just being confusing. Decide on just one story and then stick to it.

This is easier than it sounds. For almost all your employees the story will be some variation on, "you are generally solid and doing good work for us," otherwise they wouldn’t still be working for you. Tell them the story of their successes and encourage them to continue to work hard.

For a few people near the margin the story will be that they are underperforming and at risk. For them it is important that you don’t sugarcoat anything, if they are really at risk you are doing them a disservice. Deliver an uncomplicated story of their situation and a clear explanation of how they need to improve.

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4) Don’t Judge, Coach

Do not stand in judgement of your employee as a person. You can’t know enough about them, you haven’t earned the right, and it is guaranteed to generate conflict. What you do understand and have a right to judge are their actions at work. So rather than saying “You aren’t proactive enough,” you could say “I’m impressed that you’ve starting to reach out to sales leads without being prompted, I know that wasn’t easy at first.”

It is also important to give your report a chance to share their own opinions of their strengths and weaknesses. If you haven’t made them feel like they are under attack you might be surprised how candid two mature adults can be with each other. Listen carefully and focus in and expand on their ideas that fit into your plan. Let them own their growth as much as possible.

Finally if there are other areas you would like to see your employee improve going forward frame them as the new goals/expectations for the coming year. You are not judging them for being lacking in the year before, you are presenting the most valuable areas to grow in the coming year.

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5) Keep Money Separate

If possible, separate the discussion of money from the discussion of performance. The amount of money an employee will be bringing home over the next year has a very big impact on their life. They have probably already started thinking about how they will spend it and what that might mean for their happiness or for their kids happiness. There is so much tied up in the discussion of salary that trying to have a productive discussion of anything else while that hangs in the air is impossible.

If you can, separate money into a different meeting, or if you must include it with your performance discussion lead the meeting with the talk about money, give your employee a chance to digest what the news means for them, then move on to a discussion of their performance.

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Types of Review Meetings

In the realm of performance management and evaluation, different types of review meetings are crucial to understanding and advancing the goals of both the organization and its employees. These meetings can vary in terms of frequency, format, and focus, catering to different needs within the workplace. As a manager or team leader at PerformYard, understanding these varied approaches will empower you to select the most effective review type for your team.

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1. Annual Performance Reviews

This is perhaps the most traditional type of review meeting. Conducted once a year, annual performance reviews provide a comprehensive evaluation of an employee's performance over the past year. They are an opportunity to discuss achievements, address any performance issues, and set goals for the upcoming year. While these reviews are thorough, their infrequency means that staying on top of progress and development is crucial.

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2. Bi-Annual or Quarterly Reviews

To provide consistent feedback and development opportunities, many organizations implement bi-annual or quarterly review meetings. These more frequent reviews help in maintaining regular communication between managers and employees, allowing for quicker adjustments and development plans. Such meetings are shorter but focused on covering key performance indicators and setting short-term objectives.

3. Project-Based Reviews

For teams engaged in specific projects, project-based reviews can be extremely beneficial. These meetings typically occur at the conclusion of a project or key milestone, offering insights into what worked well and what didn’t. They help in assessing team collaboration, process efficiency, and the delivery of results, enabling teams to implement improvements for future projects.

4. Continuous Feedback Sessions

An emerging and effective type of review meeting is the continuous feedback session. As part of ongoing performance management, these informal check-ins allow managers to provide real-time feedback and coaching. This approach fosters a proactive culture where employees can make improvements continually, rather than waiting for formal review periods.

5. Goal-Setting Meetings

Separate from assessments and feedback, goal-setting meetings are crucial for aligning individual objectives with organizational goals. These meetings empower employees by involving them in setting clear, achievable targets, and identifying resources and support needed to meet these goals. Such meetings are critical in ensuring everyone is working towards shared objectives.

6. Development and Coaching Reviews

Development and coaching reviews emphasize personal and professional growth rather than performance evaluation. These meetings look into skill enhancement, career progression, and personal interests. Managers often use these sessions to identify training opportunities and career paths that resonate with employee aspirations.

Understanding the range of review meeting types is essential for tailoring performance management to best meet the needs of your team. Selecting the appropriate type will depend on various factors, including team dynamics, project cycles, and individual development goals. Adopt a flexible approach and mix different types of reviews for a comprehensive performance management strategy.

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Review Meetings Sample: Structuring Productive Sessions

For managers and team leaders at PerformYard, conducting review meetings smoothly is critical. These sessions are not only about assessing employee performance, but also about fostering growth, development, and communication. Here's a sample structure of a review meeting to help guide you towards successful outcomes.

Introduction and Setting the Stage

Start your meeting by greeting your employee warmly. Acknowledge their contributions and express appreciation for their work over the reviewed period. This sets a positive tone and opens the floor for a productive conversation.

Review Period Overview

Begin by providing a brief overview of the review period. Highlight any significant projects or milestones that the team or the employee has achieved. This not only gives context to the discussions but also allows the employee to see how their efforts align with company objectives.

Discuss Key Achievements

• Highlight Specific Successes: Celebrate key achievements and contributions made by the employee. Discuss how these accomplishments positively impacted the team and company goals.
• Encourage Reflection: Prompt the employee to share their thoughts on what they did well and how they can build on these successes.

Areas for Improvement

Transition to discussing areas where the employee may need development. Remember, the goal is to coach, not judge.

• Dive Into Specifics: Use concrete examples to illustrate areas for improvement, emphasizing that this is an opportunity for growth.
• Collaborative Goal Setting: Work together with the employee to set realistic and clear goals, ensuring they align with both personal aspirations and company needs.

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Employee Feedback

Encourage the employee to give feedback on your management style, the support they need, or any barriers they face in their role. This not only helps in building trust but also offers you insights into enhancing team and individual performance.

Action Plan and Follow-up

Conclude the meeting by summarizing key points, agreed-upon goals, and next steps. Schedule follow-ups to review the progress and offer additional support. This shows commitment and ensures accountability.

Sample Questions to Ask:

• What do you feel most proud of in your work this year?
• Which areas do you believe we can improve together?
• How can I or the company better support your goals?

By structuring your review meetings with these elements, you can help create a more transparent, supportive, and growth-oriented environment at PerformYard.

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