What is the best interval for giving employee reviews?
When I worked in the corporate world, the large organizations I worked for always did reviews annually. I tend to think this isn't frequent enough. I don't think it gives employees enough input throughout the year and I also think it is hard for mangers to remember some of the work and progress or lack thereof. That said, I assume there is some logical reasoning since these organizations have a lot of experience and HR experts working there. I have a small company now, but want to get started off on the right foot. Appreciate your thoughts and feedback.
Annual reviews are only good if they are attached to performance and salary.
Also it's much outdated in this fast paced world.
I also tend to think that reviews themself are not the most productive tools.
In itself it speaks of the past, rather than the future or the here and now.
It also seems to be a non team building exercise, between the manager and the worker.
May I suggest that you may like to consider "Updates" and progress reviews.
This is when the manager sits with the worked and discussed the progress, towards pre set goals / targets.
They encourage, two way discussions, including aspects like hurdles, planning, Strategy, what do you need?, How can I help you to achieve your goals.
The timing of them depends on the project, and development.
There are many aspects, and ways that you can score the worker.
One company I work for many years ago, had a rating out of lets say 10. when it came to reviews, (annual) a score of 6 was a good score, a score of say 8 would have the management thinking why has this person still doing this job. which them posses a whole lot of other questions.
The point is that things change, with each new day there are new opportunities. Today it's more about how that person is able to see them, respond to them, overcome them, take advantage of them. Win or lose, there is always something to take away from the opportunity.
Asking about it a month / Qtr / Year later, maybe too late.
Many HR practices suggest twice a year formal review (30 - 60 minutes).
Practical managerial practices suggest doing it every quarter for two reasons:
- Motivating employees
- Review and repeat good practices
- Learn from mistakes
- Set quick corrective actions
However many reviews can be done weekly in the form of quick 5-10 minutes coaching.
This may seem a little unconventional but, I think a survey should be complied based on an employee's evaluation of their own work ethics and his approach. When you leave it to the employer to evaluated people tend to get defensive but, if the employee evaluates himself and then a constructive conversation can be held.
Reviews are an ongoing process- even a casual observation or a cautionary remark can be in the nature of a review.However a formal written review should not be more than once in six months so that an employee based on continuous evaluation and a formal review gets sufficient chance to improve. A quarterly review is too frequent and an annual review is too infrequent
In today's world with rapidly changing market scenarios and the need to be quick in reacting to customer requirements, annual reviews just do not make sense. The quarterly reviews do make a lot more sense, however as others have noted there needs to be transparency on the goals that are being set, so that the reviews are meaningful. I follow a quarterly planning process and do both an initial goals review in the 1st week of the quarter, followed with a review in the last week of the quarter. Our quarterly planning generally finishes a week before the current quarter ends and the team is involved in the planning so there is a better buy in from their end.
Monthly reviews, weekly status reports, fortnightly checkins etc help keep in touch with the team and they will many times proactively bring up things that can impact their deliverables. Like others mentioned, this definitely takes a lot of time to plan and document, but it will definitely be helpful in the long run as well as short term.
In my opinion, Performance Reviews with formal interview with employees on Annual basis is perfect time to reflect on. Whereas day to day to feedback on the performance complimented with appreciation or feedback.
About every 100 years or so. I don't believe in employee reviews because it creates angst. It comes off as a court and judgement against the employee. I think personalized open praise for a job well done and private reprehension when needed is a better methodology.
We actually train on ongoing performance management which equates to on-the-job coaching,support & discipline We believe that every single day , every employee wherever they stand on the company ladder , should know exactly how they are performing.
If doing well , they will be praised. If under-performing, then questions can be asked in order to get to the bottom of the matter. At this stage there are several options: training, coaching,counselling verbal then written warnings : we feel that there should be NO surprises at the 6 month mark and at the end of the year there would be absolutely no excuse for "not-mets" in fact "met" is the very lowest evaluation mark that should be scored. In your smaller company,this is a great way to start.
The performers relish the validation , attention and it helps them go the extra mile....the paper chain you create will soon tire the under-performers and also give you concrete proof should you need to dismiss or relocate them,
Yes ! it is steady work, however ,one of the most important tasks a good manager has is in developing his people . Developed and engaged task-forces get the job done.
Mr Jeff, it has to be REALTIME. Companies do have Annual Reviews. I see no merit in this at all. When we are genuinely interested In other people, real time is the best. The employee will understand the review as well as the situation is fresh in his mind and he would have time to learn from it, introspect and improve. No one can forget Critical Incidents. FLORENCE MACDONALD
Quarterly. Also I recommend weekly or twice-a-month one-on-one meetings with your employees.