A formal performance review system could be technically close to perfect, but it can still fall over quickly if attention is not paid to training participants in how to use the system effectively. This article looks at the issues and recommended techniques that performance review training needs to cover.
Generous resource allocation required
A common mistake is to devote most of the resources to design and implementation of the system, and only a small portion to training. However, some studies have found a clear correlation between resources devoted to training and success of a system, and recommend that the majority of allocated resources should go to training both managers (the people who conduct the reviews) and employees (the people who are reviewed).
Training methods
Training of managers is often included as part of general leadership training and development but, even so, where a formal review system is used, it should include specific training on use of that system. For employees, a separate training program is usually necessary.
While many aspects of performance review training can be covered by online training modules, it is important to remember that a crucial part of performance reviews is the face-to-face performance review interviews. Therefore, a substantial part of the training process should include interactive methods such as role plays, simulations, videos and case studies. This point is discussed in more detail below.
Contents of training programs for managers
For managers, performance review training should cover the following issues:
Training for employees
Training employees to prepare for performance reviews often receives even less attention than training of managers, but it should cover at least the following:
Note: training for both parties should not be a one-off exercise; refresher training (eg shortly before each review is due) is recommended.
Giving and receiving feedback
Giving and receiving feedback is probably the hardest of these skills to train people in, and requires a lot of active practice. Skills-based training is the best way to achieve competence, and can include:
In each case, participants and observers should be asked to evaluate participants’ performance. Their ratings should focus on aspects such as:
Observers should be asked to rate both their own behaviour and that of other participants. They could also be asked to describe and comment on actual previous performance review interviews that they have taken part in.
Remember: different types of employees may approach performance reviews with different perspectives. For example, new employees may see things differently from long-serving ones approaching retirement. Part-time and casual employees may have different attitudes to full-time ones. While the need to avoid stereotyping groups of people remains, training of managers should also address the issue of recognising and catering for different employees’ agendas.
Guidelines for feedback
Training in giving and receiving feedback should emphasise the points listed below.
Giving feedback involves:
This post was last modified on 24.01.2019 07:21
Attention to detail is a highly important performance criterion that characterizes an employee’s ability to…
Care for workplace is an essential part of a healthy office. Caring employees genuinely enjoy…
Ambition at work is a strong desire for rank and success. Ambitious employees are extremely…
Advising is the process of providing professional guidance and advice in resolving problems in the…
Honesty is the quality of being sincere and truthful. Honest employees can voice their opinions…
Engagement skills are required to increase customer and employee engagement. They include such qualities as…