- Remember to reinforce all the positive aspects of performance as it’s easy to focus the discussion on what needs improving and overlook all the positive aspects.
- Review goals set from the previous year. To what degree were the expected results achieved? What steps can be taken to remove any barriers that interfere with the achievement of these goals?
- Consider what is happening right now? What is the person doing or not doing? What might they need to change or do differently?
- If there is a problem, why is it a problem? What would you want them to do differently or better? How might you be able to help them: recognise that there’s an issue and begin to do something about it? How can you support them?
- Keep in mind ‘the best indicator of future behaviour is past behaviour’ and changing behaviour is a long term process. Have patience and be supportive.
- You might choose to hold the discussion in neutral territory (not the pub!).
- Avoid the 'halo effect' – tendency to overrate people who had a prior good rating.
- Avoid the 'horns effect' - tendency to rate people lower than circumstances warrant.
- Avoid the 'recency error' - letting unsatisfactory work immediately prior to the review offset an entire year of performance.
- Avoid the 'biscuit cutter effect' - not focusing on individual specific performance and rating all employees the same.
- Avoid any surprises and ensure the discussions reflect your daily conversations regarding performance.
- Avoid giving generalised feedback about developmental areas that isn't constructive or useful.
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