Now that we have explored providing feedback through informal feedback/coaching sessions we will take a look more closely at conducting formal feedback sessions.

There are two forms of formal feedback sessions:

1. Performance reviews (probationary and annual)

2. Performance counselling sessions

Performance Reviews

How to conduct effective performance review sessions‍

• Give the staff member notice that you will be conducting their performance review
• Pick a good time for the review (late in the day when you are both tired may not be the best time)
• Make sure that no one around can overhear what is being said
• Be well prepared; think about what you are going to say. If it is a difficult review practice how you will say it. What is the main message that you want to get across in the review?
• The performance review should hold no surprises if informal feedback and coaching session have been done properly, the staff member should already be are of areas he/she needs to improve in
• Be clear on your feedback and give as many examples as possible
• Listen to what the staff member has to say, use the opportunity to get their feedback
• You may write in comments before the PR but mark the grading as you go. There are two reasons for this: a) it shows that you have an open mind and will listen to what the staff member says regarding their performance b) human nature will mean the staff member will look ahead if they get all “excellent” they may think great I am doing fine and then zone out, if they see a “did not meet” they may start to get defensive right from the start.
• Be careful using “did not meet” or low grades, this is likely to result in the staff member getting defensive. Only use if this issue has been addressed in the past and they are performing really badly in this area. Otherwise, you are better to mark them as “meet” but write a comment that there is a lack of consistency and they need to improve in this area. This feedback is more palatable and they are therefore more likely to take it on board
• In areas that need improving give the staff members ideas on how they can improve in this area. Remember – people do not want to fail.
• Use the opportunity to get feedback from the staff member on how you perform as a supervisor.
• After the review both you and the staff member should be feeling like you have a closer bond. You have had an open and frank conversation with both of you listening to what the other has to say. The staff member should have a good understanding of what they do well.
• If the staff member is not meeting performance criteria in a specific area then a performance plan needs to be put in place, this will outline what they need to improve on, how they should go about improving this area and a time frame in which they need to reach competency levels in.
• If you say you will follow up on issues (i.e. I need more uniforms, my leave still needs to be approved etc) make sure that you do in a timely fashion.

What to Document in a Performance Review

• Date of review
• Who attended
• The staff members current position and employment status
• Assessment areas (i.e. punctuality, productivity, teamwork, initiative)
• Most performance reviews use some sort of grading system though this is not mandatory. If using this system ensure that you are clear on what each grade stands for. For example:

Scale:

1. Needs lots of improvement inconsistent with lots of mistakes made
2. Understands the basics but needs further training in this area
3. Has ability but lacks consistency
4. Is performing well in this area
5. Excellent job consistently

• It is important that you briefly write up comments/ examples rather than just provide grading.
• For example: Punctuality: 3 - Paul lacks consistency in his punctuality he is regularly late for work by 10 – 15 minutes. This has been addressed with him previously and should it continue he has been advised he will receive performance counselling.
• Development plan, this would include agreed on further action moving forward. For example: Mary has indicated that she is interested in becoming a cashier, and she is to be rostered for training on this over the next three months.
• Signatures by both the staff member and the reviewer
• A copy of the review should be given to the staff member and a copy placed into their personnel file.

How to Conduct an Effective Performance Counselling Session

• Be prepared, get as many facts together as possible before the counselling session
• Give the staff member notice that you will be conducting a performance counselling session.
• Advise the staff member that they have the right to have a witness present
• You may wish to have your own witness in the counselling session – for example, HR or a more senior manager
• Some awards and agreements will require union members requiring counselling to have the union notified of the upcoming counselling session.
• Stick to the facts and scope of the issue (i.e. don’t allow other unrelated issues to be discussed)
• Make sure you listen to the staff members' version of events, if they have information that you were unaware of you can suspend the meeting until a further investigation has taken place
• Do not vent, chastise, demean or yell in a performance counselling session. It is unprofessional and will achieve nothing positive.
• Keep calm and in control, if voices become raised or language becomes inappropriate provide one warning then if it continues suspend the meeting
• Be prepared that staff will sometimes become emotional at these meetings, you may need to give them a few moments to collect themselves get tissues, water etc
• Put a performance plan in place with agreed time frames for review
• At the end of the meeting the focus should be all about the future, and what happens from now on and the staff member should know and be confident they have your support and assistance.
• After a performance counselling session the staff member will probably need some time out, if it is near the end of the day send them home, otherwise give them a break so they can regather themselves Make sure you write up detailed notes regarding what was discussed at the performance counselling session and who attended.

What to Document in a Performance Counselling Session

• Date of review
• Who attended
• The staff members current position and employment
• status
• Details of the incident/statement of the problem/ behaviour
• Has the staff member received prior discussions or warning on this or a similar incident before
• Corrective action to be taken
• Consequences of failure to improve performance or correct behaviour
• If a witness was offered
• Staff member comments
• Signatures by both the staff member and the reviewer
• A copy of the review should be given to the staff member and a copy placed into their personnel file.

Need help conducting performance reviews? Reach out today! Contact (07) 4051 737 or send us an email at hr@hrdynamics.com.au