Why the performance evaluation process needs an update from what it once was. Today performance evaluation should be an ongoing communication process between manager and direct report.

1. The New Performance Evaluation
Today's evaluation process, or more specifically, the actual performance review, should not be an
anxiety causing, once a year meeting between employee and manager. If your organization
continues to employ the old school philosophy and practice of employee evaluations, it's time to
shift your thinking and processes.
Introduction
The evaluation process, which includes one or several face-to-face meetings between employee
and supervisor, must be part of a larger, well defined agreement of goals, expectations, and
regular, ongoing feedback. Ensuring regular conversations and feedback with staff, creates an
open, two-way, and relaxed environment to work in, and to provide feedback and evaluation. As
managers, we need to coach and care for our staff by providing them with clear direction,
expectations, goals, and feedback.
Creating a Performance Culture
The evaluation process as a whole, or what is often called the performance management system,
should serve as a motivator to employees, and not something to worry about. The performance
review process should provide direction and set goals for employees so they know what's
expected of them and can perform independently. This kind of planning allows employees to work
toward personal and professional goals and encourages success beyond expectation.
If designed correctly, the performance review will:
• Improve communication.
• Allow employees to be part of their professional development plans.
• Increase productivity.
• Identify performance issues and train to correct them.
• Determine goals and create action plans to improve employee skills.
Recognizing the performance review as a two-way street between manager and employee
means each has a responsibility toward it, and a specific role within it, for it to be successful.
The employee must:
• Take an honest approach in completing a self-assessment of success and failures,
strengths and weaknesses of their performance, and identification of their goals, and
objectives.
The manager, and the organization, needs to:
• Support a culture of growth, self-improvement, learning, and risk-taking, while providing
coaching where there are gaps, recognition of successes, and ongoing listening of
issues, concerns, or challenges.
This is why learning and development departments must align with HR. The performance review
system is where identification of learning programs, skill development, and knowledge needs

2. comes from. Based on the identification by employees of their areas of weakness, or where they
want to know more, or gain strengths, is the breeding ground for new programs.
Performance Planning is Win/Win
Organizational success means individual success, and individual success means organizational
success. Consider the following win/win opportunities through a well defined, managed
performance review system:
To read more about how to create and implement a “modern day” performance review, call
Ruth Kustoff@ 860.256.7879 or email ruth@knowledgeadvantage.biz to learn how modifying
your performance review processes can improve employee morale and retention. Thank you.