At many companies, performance reviews are seen as something to get out of the way, something that needs to be done but does not really add much value. Advocates of performance reviews say that they are important to give feedback to an employee, letting the person know how well or poorly they have been doing.
Critics of performance reviews, however, argue that they simply take up time that could be put to better use. As they are now, they really don’t help things very much – they are often too vague and general to really be of value to an employee. People go through the motions and then file them away.
But some business experts argue that performance reviews really are superfluous if managers are doing their job correctly to begin with, if they are giving regular and useful feedback to their employees as part of the normal course of operations. Good managers, these business experts argue, make feedback an essential part of the job. They do this because they realize that constant feedback is necessary if they are going to achieve their goals.
Making feedback an integral part of the job is not enough, however. Feedback is of little use if it is not the right kind of information. This is why most performance reviews have such a poor reputation. People are not giving the right kind of feedback. To be effective, first of all, the feedback has to key on performance, not on the person. It needs to be specific, detailed, concrete. Telling someone they are doing a good job or not is not sufficient. If someone needs improvement, first you need to explain how exactly they are not performing up to par. You need to give specific examples, the kind of performance that is expected, and what exactly you would like to see the person do to improve their performance.
But it doesn’t end there. You also need to come up with a plan for improvement, along with a timeline and goals. And the manager needs to stay in touch with the employee to see how they are making progress toward achieving those goals.
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