Key Elements of Effective Employee Performance Management Review

The Employee Performance appraisal is critical, once when maintaining employee aligned with individual goals and the company's overall goals (Harvard Business School Press, 2009). Managers can use a respectively beneficial approach to assessing. As a result of reviews usually ascertain future career paths and performance growth, managers need to spend enough time preparing for them. A conducive review with clear expectations, acceptable examples, effective study, and expected action steps inspire employees to complete their assigned tasks (Johnson, 2004, p.83).

According to Coleman (2009), Implementing a Performance management system will not resolve or directly enhanced any employee-related performance issues. The organization must invest in resource to ensure that managers and other employees have the system responsible for the PMS. Unless this will be considered as a compliance activity, the system has identified several elements provide an effective and useful performance assessment for managers and their employees. Use of the following four items helps to maintain high morale and plan for greater business success (Poole, 2013).

Preparation:

A proper plan will lead to a comprehensive performance review. By reviewing previously conduct appraisals and objective setting can get a clear view of employee’s success and areas needed to improve, these findings will help to guide the review and help convey the expectations have for the employees (Falcone, 2017). Employee expectation can depend upon many factors, like availableness of resources, scheduling, or external factors.  Performance management preparation should address any problems associated with the requirements of employees who try to archive these expectations (Lamont, Hampel and Bruce, 2011).

Collaboration:

Reliable performance management practices should involve managers and employee’s participation in two-way communication method (Carbonara, 2012). Employees should allocate time to go through their performance review and prepare for answering questions related to their current workflow with aligned objectives openly with managers. The process should encourage employees to share information, assist in highlighting activities with peers and managers for training, learn and get support (McCain,2016).

Positivity:

In good Performance appraisals, positive feedback is necessary. As per the research conduct and identified, employees need to feel that they are appreciated in the organization by the contribution of their effort (Fletcher, 2001). Rewarding employees’ efforts will help to keep low turnover in the organization. Another approach to gain positivity is discussing the probability of promotion with the employee. This will give a clear picture of the willingness to accept responsibilities in the future and lead a positive mindset and motivation.(Russell and Russell,2009). 

Action Plan:

The key element of employee development strategy is pointing to the Action Plan. The objectives set out in the employee performance plan are not just a paper written document, it must be translated into effective steps and activities to assure the success of the organization and employee. The employee should follow the steps according to the action plan to develop himself in the organization (Harvard Business Review, 2015). Certain components are common across the action plans. We can identify key basics as follows (Edwards, Scott and Raju, 2018).

• Identifying areas for development
• Suggested Solutions
• Ownership
• Achievement criteria
• Timeline for achievement.

Conclusion

Organizations place higher importance on performance management systems as a means of improving job performance. We recommend achieving performance growth by positioning the key element to promote employee performance management review. By using these elements accurately will give increase the effectiveness of the EPR and it will be a win-win solution for both parties.

Reference

• Carbonara, S., 2012. Manager's Guide to Employee Engagement. 1st ed. USA: McGraw-Hill.
• Coleman, T.2009. Recommendations for implementing performance management systems in organization, university of Wollongong.
• Edwards, J., Scott, J. and Raju, N., 2018. The Human Resources Program - Evaluation Handbook. 1st ed. California: SAGE Publications.
• Fletcher, C.,2001. Performance appraisal and management: The developing research agenda. Journal of Occupational and Organizational Psychology, 74 (4), pp.473–487. [Online]. Available at: doi:10.1348/096317901167488.
• Falcone, P., 2017. 101 Sample Write-Ups for Documenting Employee Performance Problems. 3rd ed. New York: AMACOM.
• Harvard Business Review, 2015. Performance Reviews (HBR 20-Minute Manager Series). 1st ed. Harvard Business Review Press.
• Harvard Business School Press, 2009. Performance Appraisal: Expert Solutions to Everyday Challenges. 1st ed. United States: Harvard Business School Press.
• Johnson, B. 2004. The case of performance appraisal: Deming versus EEOC. Library Administration and Management, 18, 83-86.
• Lamont, E., Hampel, B. and Bruce, A., 2011. Solving Employee Performance Problems: How to Spot Problems Early, Take Appropriate Action, and Bring Out the Best in Everyone. 1st ed. New York: McGraw-Hill.
• McCain, D., 2016. Evaluation Basics. 2nd ed. United States: Association for Talent Development.
• Poole, L., 2013. Perfect Phrases for Coaching Employee Performance: Hundreds of Ready-to-Use Phrases for Building Employee Engagement and Creating Star Performers. 1st ed. USA: McGraw-Hill.
• Russell, J. and Russell, L., 2009. Ultimate Performance Management: Training to Transform Performance Reviews into Performance Partnerships. 1st ed. USA: ASTD Press