The wide scale application of formal performance management or appraisal systems serves to underline their central role in the pursuit of a wide range of organisational objectives. However, a failure to conduct these review meetings in line with best practice can cause a host of problems – not least of which may be a disillusioned and demotivated staff cohort! Scarily, the Ford Motor Co., Goodyear and Microsoft have all recently reached multi-million dollar out-of-court settlements with employees who were disgruntled about the outcome of their review meetings. Even Google got caught for the relatively modest sum of €110,000 before the Irish courts, arising from allegations about an inaccurate employee assessment.

Whilst performance management is ultimately an ongoing everyday process, it does make good sense to apply ‘best practice’ to the periodic review meetings. This ‘best practice’ can be categorised into Before, During and After stages.

1. Before The Meeting 

Reflect on the meeting’s purpose: Question: What are you trying to achieve?  Answer: To increase the interviewee’s motivation levels, to any extent, in the desired direction.

Thereafter agree a mutually convenient time - and set aside lots of it. Encourage the interviewee to prepare for the meeting.  It is now common for interviewees to submit a self-assessment form to their reviewer prior to the meeting.  This practice has considerable merit, as it encourages the employee to reflect on all of the important aspects of their performance and development.

One should then plan a provisional interview structure and strategy, to ensure that all relevant matters will be dealt with in an appropriate manner.

The decision as to which venue to use for such a sensitive meeting is also worth considering. Though the norm is to convene it in the reviewer’s office, it may be preferable to locate in the reviewee’s office (if they have one) or to avail of a neutral venue.

Having agreed the time and venue, the room’s setting or layout should also be prepared.  The manner in which a room is laid out conveys messages. For example, the reviewer can choose to avoid placing themselves behind a desk, due to its (physical and psychological) ‘barrier’ connotations and the limitations it imposes in conveying and observing body language.

One could also avoid having the seating and (consequently) the facial angles at a confrontational angle. It also helps to ensure that there will be no interruptions!

Next up, it is important to review the job holder’s role profile or job analysis documentation and to consider what the job entails in practice.

Related thereto, one should also be familiar with the form(s) from previous meeting(s), incl. the objective(s) agreed, together with concrete examples to support your feedback.  Whilst forming an assessment of the employee’s performance, other views may be relevant.

It can also help to check what training/development has or can be provided. Finally, one should be aware of the organisation’s\department’s\division’s objectives for the next period and the potential role of the job holder therein.

2. During The Meeting

Establish rapport. This entails nothing more complex than ‘breaking the ice’, as one tries to relax the interviewee. Thereafter, the interview’s objectives and proposed agenda can be outlined.

In effect, the practice of inviting an agenda input gives the interviewee joint ownership of the process, as their priorities are now accommodated at a meeting which is ultimately about their past and potential contribution. Of course, the better prepared the reviewer is, the less likely it is that issues will be suggested that had not been anticipated.

It is then advisable to clear the (discreet) notetaking and to invite the reviewee to take notes if they so wish. Start the interview proper by giving appropriate positive feedback.

This is the most important part of the review meeting, so don’t rush it - and encourage the reviewee to talk about what they’re good at. If you can’t get the reviewee to talk about what they’re good at, you may have difficulty getting them to talk about their ‘development needs’!

Related thereto, encourage the interviewee to self-review and prescribe for themselves - as much as possible. A good reviewer can spend up to 85 per cent of the review meeting ‘actively’ listening.  So take your time and don’t be afraid to use ‘silence’ if and when appropriate.

Clarifying and reflecting are also useful techniques for getting the interviewee to open up and elaborate. It is also advisable to avoid arguments and making judgements before you’ve heard all of the evidence.

In a similar vein, the effective reviewer will focus on facts relating to job performance, not personality.  This entails reviewing past performance and SMART (i.e. Specific, Measurable, Agreed, Realistic and Time-bound) objective(s), before setting new ones for the coming period.

As with any important meeting, it is advisable to summarise the key points at the end. However, it may prove enlightening to ask the interviewee to summarise first - and then to focus on any important omissions. If it hasn’t been done during the meeting, complete the form - or make appropriate arrangements with the interviewee for form completion. Notably, many interviewers prefer to complete the form after the meeting.  This allows them to reflect on what was agreed and to find the appropriate wording to reflect it. Another advantage of this approach is that it allows parties to focus on the key or important issues during the meeting, rather than slavishly adhering to the paperwork’s format.

Before closing, the reviewer should look for feedback on him or herself. Performance management reviews should be a two-way street, and if one is big enough to give feedback, they should be big enough to take  it. In any case, the reviewer may discover something that will be of benefit to them! Conclude on a positive note. If you adhere to these guidelines you should have reason to.

3. After The Meeting

The reviewer and reviewee should be satisfied that the completed form is a fair and accurate reflection of the meeting. Hence, the draft completed form should be forwarded to the reviewee for approval\signature or comment on any appropriate revisions.

Thereafter, both parties should endeavour to do what they agreed to do. That is, fill in the diary in regard to follow-up reviews or agreed actions, including those areas that may warrant monitoring over the review period. This advice feeds into the ‘No Surprises’ maxim of a good ongoing performance management process.

Finally, ensure that the interviewee and other authorised parties secure copies of the signed form or that the designated ‘on-line’ computerised facility is appropriately utilised.

Summary Checklist: Conducting Performance Management Meetings

Before

• Reflect on the meeting’s purpose – to motivate.
• Agree a mutually convenient time and place.
• Ask the interviewee to submit the self-assessment form in advance.
• Plan a provisional interview structure and strategy.
• Check the meeting venue to ensure an appropriate setting\layout.
• Ensure that there will be no interruptions.
• Review the job holder’s role profile\job analysis docs. and consider what the job entails in practice.
• Study the form(s) from previous meeting(s), incl. the objective(s) agreed, and look for concrete examples to support your feedback. Other views may be relevant.
• Check what training/development has, and/or can be provided.
• Revisit the organisation’s\department’s objectives and the potential role of the job holder therein.

During

• Establish rapport (i.e. ‘break the ice’).
• Confirm the interview’s objective and agree the agenda.
• Enable notetaking.
• Give appropriate positive feedback and encourage the reviewee to talk about what they’re good at.
• Listen – as you allow the interviewee to self-review and self-prescribe.
• Take your time and don’t be afraid to use ‘silence’ when appropriate.
• Clarify and reflect to explore key issues and don’t get into arguments.
• Focus on facts relating to job performance, review past performance and SMART (i.e. Specific, Measurable, Agreed, Realistic and Time-bound) objectives.
• Set SMART objectives for the coming period.
• Ask the interviewee to summarise the meeting - and then focus on any important omissions.
• Agree arrangements for form completion.
• Look for feedback on yourself.

After

• Forward the draft completed form to the reviewee for approval\signature.
• Do what you promised or agreed to do.
• Fill in the diary in regard to follow-up reviews and agreed actions.
• Ensure that the interviewee and other authorised parties get copies of the form.

Source: McMahon, G. (2016), Successful Performance Management: Effective Strategy, Best Practice And Key Skills, Liffey Press, Dublin.