Quarterly reviews are a great time to review your employees’ objectives and chat about progress.
Having quarterly reviews opens the lines of communication for what’s expected of employees and gives the opportunity to provide timely, two-way feedback. Nothing should be a surprise if you have frequent reviews. Often though, companies conduct only annual reviews where feedback is delivered that should have been given months ago. When these are done right, they should be open and honest conversations about the employee’s recent performance and an opportunity for employees to give feedback about the company or leadership. Which leads us to our last step in performance management. Even if an objective is longer-term, reviewing the objective with your employee shouldn’t wait until an annual review. Objectives should be set and reviewed by the employee and their manager each quarter. Measurable and realistic (as setting unrealistic objectives will be frustrating to everyone).įor easy access, objectives can be listed in one central place, like People by Wagepoint, and be updated weekly by employees! Managers should be able to take a glance at objectives at any time and understand what progress has been made.Relatively short-term (think about setting them each quarter) and.Objective setting is an important tool to communicate and drive an employee’s work. For example, if you’d like to improve revenue, then each employee should understand how their job directly relates to improving revenue. Your team should be working toward objectives each quarter that ladder up to company objectives. A collective understanding of who does what and how positions relate to each other can avoid bottlenecks in productivity! Work towards job-specific objectives that ladder up. People by Wagepoint is a great place to store things like job descriptions in a central location and makes them accessible to your entire team. Job descriptions are also not set in stone - remember that they can be updated as your company moves forward. Documenting these types of variables is a good thing and empowers employees to handle tasks that come at them that aren’t listed in the job description. Jobs are never cut-and-dry, especially in a small business where folks wear many hats. If the position is fluid and meant to shift and change, write that down. If the job description seems like a challenge to craft, enlist the help of your team and document everything. A well-thought-out job description should describe the role in detail, list responsibilities and set who the employee reports to (or who reports to the employee).
The groundwork of employee performance reviews starts with setting expectations with your employee, which begins with well-documented job descriptions.Įnsuring that your newly hired or promoted employees know what their job expectations are sets them up for success from the start.
Here, we’ll explore the basics of employee performance and how implementing these in your workplace with a Human Resources Information System (HRIS) like People by Wagepoint can help strengthen communication and decrease employee turnover. One way to ensure these conversations happen is having a solid employee performance structure. How can you prevent these things from happening in your company? For starters, have meaningful conversations about work and expectations with your employees, and be open and willing to receive feedback. When our employees don’t know what’s expected of them, and when we don’t readily communicate feedback, quiet quitting and quiet firing creep in, which are detrimental to any workplace culture. It seems like there’s something missing when either of these occur at work: Communication. This tactic is used by employers who are afraid to communicate expectations through feedback, instead letting the employee see their own way out.
0 kommentar(er)
