Issue 9 - July2004

Success File By Bob Levoy
What employees want — performance feedback

Studies show that a high percentage of employees are totally in the dark about how they’re doing on the job or how they can do better — simply because they’ve never been told and have no way of knowing.

One result is that exceptional employees are unaware of their strengths and may or may not be consistent in what they do or how they do it. Those who feel their efforts are unnoticed and unappreciated may become demotivated or worse — start looking for another job.

Another result is that marginal employees are unaware of their shortcomings — and may assume that silence means approval (for example, “If the doctor didn’t like the way I do things, he would tell me.”).

Either way, you lose.

One solution to this communication gap is the performance review. It’s been defined as a two-way dialogue between employer and employee about the latter’s past, present and future job performance. It includes a discussion of such matters as:

• Recognition of good work;

• Clarification of job responsibilities and priorities;

• Suggestions for improvement — on both sides; and

• Agreement on how and by when, such improvements will be made.

Such discussions let people know how their performance on the job compares with your expectations. This helps employees identify their strengths, develop their talents and enjoy their work.

Note: Many chiropractors avoid performance reviews because of the concern they’ll be asked for a raise. The fact is that salary reviews and performance reviews are separate and distinct management tasks and should be scheduled at different times.

Action steps: When you engage in a performance evaluation discussion, begin with these steps:

1. Schedule a performance review. Do this well in advance and give employees a list of those topics and/or questions (such as the following) that are most appropriate for their situation. Advance planning will give them time to think about the issues that concern them.

2. Before you discuss the person, discuss the job itself. You may have different ideas about the exact nature of each job than your employees do. If you have a written job description, review it together to see if it needs revision. Then ask such questions as:

• Do we agree on what your job is?

• Which do you think are the most important elements of your job? Do we agree on these?

• Do we agree on the standards by which your work will be evaluated?

3. Ask before you tell. Instead of telling employees what you think of their work, ask them (individually) to tell you what they think they have done well and what they would like to do better. Many will criticize themselves more readily than they will accept criticism from you.

In fact, they may judge themselves more harshly than you would. The following questions may help facilitate the discussion:

• What do you think are your greatest strengths?

• In which areas do you feel less competent?

• Do you feel you are becoming more competent as time goes by? If so, in what ways?

• Is there any way that I or someone else could help you do a better job?

• Do I do anything that makes your job harder?

Management expert Peter Drucker says, “The greatest boost to productivity would be for managers to ask, ‘What do we do in this organization that helps you do the job you’re being paid for — and what do we do that hampers you?’”

In the next issue, we’ll look at the next steps in the performance appraisal interview.

Bob Levoy is a seminar speaker and writer. He can be reached at 516-626-1353.