Holding Review Meetings
Preparing for Review Meetings
In order to get the most value for both parties from review meetings it is important to bring in all the relevant information.
This will include current objectives, input from other managers (if the employee is doing work for them also - see FAQ for further guidance), any information relevant to performance (e.g. student feedback), the previous completed review form, etc.
Try to anticipate issues that may come up during the conversation and prepare for them where possible.
Make sure that the reviewee has had the opportunity to complete the Self-Appraisal Form.
Reviewees should prepare as follows:
• Familiarisation with the forms
• Consider your main areas of responsibility and the activities you have been working on
• Familiarise yourself with School, Department or Research Institute priorities
• Are there areas where you feel your effectiveness could be enhanced? How might this be achieved?
• Are there areas where you would like to become involved in the future, areas where perhaps you have not been involved in previously?
Review meetings should be conducted in an open and constructive way, encouraging effective, two-way conversation and engagement on the relevant issues.
Effective review needs both parties to contribute fully and constructively, particularly in decisions affecting setting objectives and personal development needs.
Review meetings should always start with what has gone well - focus on the things that people are doing well and build on this; positive feedback (even if there are more challenging issues to discuss) is a big factor is establishing meaningful rapport.
All too often review meetings focus mainly on negative issues, even when the issues are relatively minor. Confrontation is almost certain to follow. Use an open, enquiring approach, appreciative of the successes people are achieving even where significant improvements are needed.
Remember - nobody is perfect – things can always have been done better, and everyone has improvement needs!
We need to stop seeing the concept of improvement as negative; change, particularly incremental change, is now the norm and everyone needs to develop / improve at least to some degree.
Base all feedback on objectives and agreed standards as much as possible and don't speculate or introduce unsubstantiated statements. Stick to things people will be able to relate to and be clear about expectations.
Get to the point. Don't be overly distracted, especially when you have to raise less favourable issues. Be considerate and respectful at all times but above all be honest.
Check for understanding, taking time to ensure that you both understand what was being said and paraphrase and recap where needed.
Employee Performance Review for New Employees
Managers should introduce new employees to the Employee Performance Review during the induction period - asking new employees to look at the Moodle training guide is a good start.
Objectives should be set and agreed for the probationary period, with a review meeting held at the end of that period.
Following successful completion of the probationary period, and once employees are fully familiarised with their role, the reviewer should set objectives and discuss development planning for the remainder of the review period.