I received a call this week from a close friend regarding her annual review. She described how her boss explained to her that they really liked how dependable and trustworthy she was in her position. The quality of her work is of the highest caliber. Her boss then explained that he felt that she needed to do more work – she needed to take on more projects and more responsibilities. He felt as if she hadn’t been doing enough. Cue the sinking feeling.
The issue is one that Aubrey C. Daniels, Ph.D., knows well. Dr. Daniels is the author of OOPS!
13 Management Practices That Waste Time & Money (and what to do instead). As he describes, the annual performance review is loathed by both employees and managers who have to perform them. He further finds that taking the annual review, a bad process, and turning it into a quarterly review just makes it four times worse per year! Instead, Dr. Daniels suggests that you create measures for the team around what you’d like for them to do, then have a way of continuously measuring against those metrics so they know how well they’re doing.