Performance Reviews (HBR 20-Minute Manager Series)

The easiest achievements to evaluate are those that are quantitative, such as numbers of products shipped, new accounts closed, or reports written.

If you’re missing some of these items, you may need to improvise. For example, if your employee’s job description is out of date, create a new one.

Ask several peers, direct reports, and internal and external customers to provide input, rather than a few people from one category, or just one person from each category.

• Diversify your pool of respondents.

• Make your criteria clear.

• Clarify your purpose.

It should be a constructive process, not a punitive one.

The self-appraisal should address questions such as:
• What are your most important accomplishments and achievements since your last review? Has the past year been better or worse for you than previous years in this position?
• Have you achieved the goals set during your previous review?
• Have you surpassed any of your goals? Which ones? What helped you meet or exceed them?
• Are you struggling with any of your goals? Which ones? What’s hindering you from achieving them (poor direction, inadequate resources, lack of training)?
• What do you like most and least about your job?
• What do you hope to achieve in the upcoming year?
• What can your manager or your organization do to better help you succeed?

As the performance review date approaches, requesting observations from the employee will also be helpful. Ask your employee to submit a self-appraisal in advance of your review session, explaining that you’ll use it to take her point of view into account during your evaluation.

Request an employee self-appraisal