How do you lead a good performance review?

In many organisations, performance reviews and assessments are still managed in the traditional way, with three meetings per year; setting goals, interim evaluations and an assessment. These meetings cost a lot of time and energy, and often deliver mainly frustration for both employee and manager.

The manager generally has to hold a large number of meetings in a short space of time, which means that good preparation may be impossible. The meeting then gets hung up on details and recent situations. In addition, all too often a standard form – which is often unclear – is used. During the meeting, everything is literally followed up and checked off, which means that anything important that is not on the form is left unsaid. Dreadful. Nowadays, with employees and managers very often working in different locations and meeting digitally, having personal contact, paying attention and having a real conversation are more important than ever.

By regularly having a good review, you can support your employees well, and continuously, in their work and development. In this way you will also meet the needs of younger generation workers, who want to advance rapidly and like to brainstorm what steps they can take to move forwards. Other things too, such as motivational issues, conflicts or personal issues will come to the surface sooner if you constantly talk about things. It ensures that things get said before they boil up and lead to bigger problems.

You may not say it this way, but there is a huge difference between "a review" and "a good review". A good review has an impact. It changes things for both you and the employee.

A good performance review focuses – as does a "normal" assessment review – on the development of your employee. In a good review, however, the focus is not on filling in forms, but on paying personal attention to your employee. A review where you can both talk openly about things that are really relevant. This applies in fact to any meeting you have with an employee. Whether you are discussing motivation, development, results, absences or any other topic.

This review should not be done at fixed intervals, but instead as often as needed. Let's imagine you have an employee who is in the middle of a divorce at home, and is functioning less well right now as a result. Or that someone else is lying awake worrying about debts. Surely you would want them to come and talk to you about it at any time? Only if they do, can you discuss with them what they need to keep going (and working)? This therefore means that you do not postpone discussing problems until a scheduled review meeting comes around. You can clear the air and you can help your employee sooner with assistance, or support or by giving them breathing space.

As a manager, you want your employees to manage their own fitness for work, development and how they work. Including during these reviews. This means that you as a manager provide a few, but clear frameworks, and a lot of space, with the focus on collaboration and trust. The employee takes the lead, you facilitate them.

1. The foundation of a good meeting is safety and trust. If you dare to share difficult things, then there is every chance that the other party will too. This means you are setting a good example and showing your own vulnerability, fallibility and humanity. This creates space during the meeting to discuss things in depth.
2. The employee as a person is the focus. This means that you do not have to talk about work and results all the time.
3. A good review is carried out as soon as it is needed, that will often be several times per year, sometimes planned, sometimes unplanned.
4. The employee is responsible for their own motivation, development and how they work. They are responsible for mapping out where they need support and they take a hands-on approach.
5. You as manager are the coach, you guide and you ask the right questions. And you then listen to the answers.
6. A good review is a joint undertaking. Both parties are committed, and show respect for each other. There is two-way traffic at all times.
7. Personal attention is essential. Mobile phones, forms and laptops often represent distractions. Put these aside and make sure that your attention is focused on your employee and the review.