Performance reviews are a fundamental and crucial part of the HR process for countless companies.
They can be just as beneficial for individual workers as they are for businesses. The employee receives valuable manager feedback, guidance and direction on the next steps in their professional development, while the business gains insights into various aspects of workforce performance and sentiment, from recent achievements to job satisfaction.
However, it's all too easy to get employee assessments wrong, often as a result of poor planning and inefficient use of time. One of the best ways to prepare for these events and to ensure all participants benefit from them is to think carefully about the questions you want to ask. Here are six examples you should consider using:
One of the most important things you'll want to gain from any review is an up-to-date insight into recent employee performance.
Rather than starting with a vague question such as, 'How have things been going for you recently?', consider asking staff about their latest successes to gain more specific and illuminating answers.
The employee's response will, firstly, shed light on their own performance and development, but it will also help you learn more about the underlying processes, structures and support that made these personal achievements possible.
Asking about sources of pride and professional satisfaction can naturally lead into a discussion about the employee's key strengths. This is an important topic of conversation if you want to learn more about the knowledge and abilities available in your workforce.
Again, it's best to be specific and ask about capabilities that have helped the individual do their job to a high level, or that they feel could be applied in other roles or capacities. Employee assessments are a good opportunity for managers to build a clearer picture of staff skill sets and to focus on how these capabilities can be put to the best possible use for the business.
Of course, performance reviews need to focus on more than strengths and achievements. They should also delve into areas where people have fallen short of their targets or need to improve.
This part of the conversation doesn't need to be negative. In fact, it can be one of the most positive and constructive aspects of the whole process, because it involves managers and employees working together to make plans and set goals for ongoing professional development.