Ideal program includes work, developmental objectives
When an employee attaches an addendum to a performance review, it usually means one of two things: He is thrilled with the review and wants to state this or he does not agree with it. In my experience, it’s usually the latter.
When an employee does not agree with a review, HR professionals know things can only get worse between the supervisor and the employee.
In most organizations, this happens at least once a year (for some, more). Sometimes the supervisor backs down and changes the appraisal because she didn’t have anything concrete to substantiate her views. In other cases, it becomes a battle between the supervisor and the employee and, in the end, someone is not happy. It is these situations that reinforce a supervisor’s anxiety around the dreaded performance review.
Organizations need performance review programs that are objective and provide concrete criteria on which to base supervisory comments. This provides protection both for the supervisor and the organization and concrete feedback for the employee.
Implementing a new performance review program can be a big change for an organization. A well-thought-out plan is essential. Employees should be involved throughout the process. Focus groups provide a good means of finding out what employees would like to see as part of the new program.
Linking objectives
A performance development program that links individual goals to the strategic direction and goals of an organization can provide an objective means to evaluate employee performance and provide a plan for employee development by providing clarity on what is expected from an employee. Ideally, the program is linked to the organization’s fiscal year and progress is assessed throughout the year. For example, an organization whose fiscal year runs from April to March will set individual objectives in April of each year, progress is reviewed throughout the year and achievement of these objectives is formally reviewed in March of the following year.
An ideal program will include two distinct goals: work objectives and developmental objectives. Individual work objectives are set at the beginning of an organization’s fiscal year and link to the organization’s goals through the departmental and teamwork plans. Developmental objectives are also set for the employee, which may link to the work objective or succession plan program, if applicable.
Work and developmental objectives
An organization whose employees are on the same path is more often than not a successful organization with good morale and an engaged workforce. Employees are clear on what’s expected of them and given the message their development is central to the organization and their managers.
Work objectives: By linking individual work objectives to an organization’s strategic directions, an employee is given clarity on what is expected. The process makes the review less subjective. An organization benefits by having employees clear on the organizational directions and goals.
Developmental objectives: Developmental objectives provide employees with defined areas for development. Often these may link to work objectives. For example, an employee may be assigned the task of implementing a new program for the first time. A developmental objective may be to enroll in a project management course.
This area can also be linked to a succession planning program. If this employee has been identified for a leadership role, a developmental objective could have the employee work with a mentor who is a senior leader so she has the necessary skills to apply for that management job when it’s available.
Steps to implementation
Organizational strategic directions: The first step in implementing this program is to ensure staff are aware of the organization’s strategic directions. Do they know what the organization’s goals are? This must be communicated in a manner that is clear to all levels of staff.
Developing the departmental plan: The departmental plan is prepared by the director or manager of each department. The goals should link to the organization’s strategic directions and provide a clear plan of what is to be accomplished within the year. This plan should be communicated with the team — feedback is always a good idea.
Developing teamwork plans: Once the departmental plan is set, a manager can develop the team’s work plan for the year. Depending on the size of the department, sometimes this is done together with the departmental plan. When you have more than one team in a department, a work plan for specific teams is essential. The plan clearly states each task to be completed, the date for completion and any budget required.
Setting individual objectives: The manager should meet with each employee individually at the beginning of the plan year to set the work and developmental objectives for the year using the work plan. Individual work objectives should be “SMART” — specific, measurable, achievable, realistic and time bound. This will assist managers in assessing the objectives at the end of the year. Developmental objectives should link to your departmental budget.
Monitoring: Performance and achievement of the objectives should be reviewed throughout the year to ensure the employee is on track. It’s better to monitor the employee’s progress towards a goal throughout the year than to realize he hasn’t even begun the objective during the year-end review.
The year-end review: At the end of the plan year, you’ll find it so much easier to complete the review based on set, measurable objectives. If the employee receives a good review, it will be because she completed all her objectives within the required time frames and met the requirements of her position. If she didn’t receive a favourable review, the assessment will be based on objective, measurable criteria.
Don’t lose sight of the other stuff
An employee who achieves all his objectives for the year may still not be a star employee. There could be other issues to be concerned about, such as the employee’s attitude, inability to show up to work on time or any other legitimate reason.
Don’t lose sight of these, always include them in the performance review and ensure the manager can back them up with notes taken throughout the year. These will come in handy if and when speaking to legal counsel regarding termination of the employee.
You may be one of those lucky managers who does have that star employee. Not only did he complete all his objectives, but he also went above and beyond what was expected. Be sure to include this in the review, as it will boost the employee’s morale and motivation and you will look like a star manager or coach.
A clear, concise performance appraisal can have many benefits for an organization. It helps to ensure all staff are headed in the same direction, provides clear, measurable objectives and highlights opportunities for development and coaching.
Sandra Chiodo is director of human resources and organizational development at Peel Children’s Aid in Mississauga, Ont.
