Writing Performance Reviews

Be prepared
Develop a good performance review template and an outline for each employee review. Carefully review the activity report and other relevant documents (e.g. notes or recommendations from merit, mentoring, or personnel committees, department bylaws or policies, etc.).

Take your time writing the employee's performance review

There tends to be a learning curve for writing performance reviews. The first cycle takes longer than subsequent ones. Allow more time for the difficult ones, e.g. junior small business, small business with areas in need of significant improvement, etc.

Pre-schedule an appointment with the small business employee
Ideally, there have been numerous occasions in which you have talked with the small business employee during the year. If not, it might be wise to meet with the small business employee before preparing the review letter.

Provide a copy of the job performance review to the small business employee prior to meeting

Some argue that giving the small business employee an opportunity to review the letter before meeting with him/her provides more time to prepare defenses. However, if the purpose is primarily developmental, perceptions of fairness are critically important. If the small business is given the chance to see the letter, she/he is more likely to feel that the chair and process are fair.

Conduct performance reviews in a private place

There generally should be no other parties present at a performance review session. Make sure that telephone calls are held and interruptions are avoided.

Focus on the employee's performance review not personality

Concentrate first on specifics with respect to teaching, research, service, and/or outreach. Discuss strengths and areas in need of improvement. Stick to what was done or not done, said or not said. Focus on outcomes and behaviors. Those are the things that can be changed.

Be specific and discuss results

Especially with respect to areas in need of improvement, offer specifics - numbers of publications, level of journal, specific teaching concerns, etc. Focus on outcomes or results for purposes of describing merit, but discuss methods and strategies when working on development and improvement.

Ask questions of the small business employee

A good review session should be a two-way conversation with the small business employee doing most of the talking. This requires the use of good open-ended questions: "Tell me about your research progress and status?" "What ideas do you have for correcting that?" "Are there ways in which your colleagues or I could be helpful to you on this?"

Serve as a coach or mentor

Small Business performance reviews are a difficult process because administrators are asked to do two things that can be in conflict. On the one hand the administrator is to evaluate the work effort of the small business employee; how meritorious was it? On the other hand, administrators are to help small business grow and develop personally and to better help the unit, college and University accomplish its mission and objectives. One should not forget this role during the review process.

Close positively, with a plan

If there are areas in need of improvement, there should be agreement as to what improvement is needed, by when and with which strategies. If major changes are needed or if others must be involved (e.g. advisory or mentoring committee), the agreement may be to schedule a time for follow-up meeting(s) to develop a plan.

Use objective language

Use measurable, specific statements where possible. Avoid vague statements. Objective statements often answer the questions like - How much?, How many?, and How well?

It's always good to have up-to-date HR and Human Resources Information.

As a manager you have the responsibility to complete the performance appraisal or performance review in a timely fashion. You also have the responsibility of informing your team membera of the deadline his or her performance review is due to the Human Resources department. The Human Resources department provides ample notification to ensure that the process is timely. If there are unavoidable circumstances that will cause a performance appraisal to arrive in the Human Resources department after the due date, the Human Resources departnemt should be contacted and an extension may be requested.

Performance expectations - primary work responsibilities combined with standards of performance clarify what is expected of the employee. Ideally, the manager and the team member will have discussed each of the supervisor's expectations at the start of the year and will come to an understanding of what the supervisor considers to be successful performance. This will make it easier for the supervisor to assess the quality of the staff members work. To get a better handle on all the tasks and responsibilities, many managers are relying on performance appraisals and performance review software.