If there are quarterly metrics or long-term project updates to review, now’s the time to do so. You should review the employee’s annual goals, discuss the expectations you’ve outlined, and address any questions or additional assignments you have. Whether you’d prefer to have monthly or quarterly check-ins, pre-schedule these meetings at the beginning of the year so that they don’t get pushed to the back burner.īefore each meeting, prepare a brief agenda. Rather, you should be tracking your employees’ goals and giving them feedback all throughout the year. Managers often panic about summarizing and commenting on people’s performance during reviews, but the truth is, nothing you cover in that annual meeting should be new information. March, June, and September (Every 3 Months or Monthly) Your employees will appreciate knowing they’re working from the same copy you are and they’ll have a clear roadmap to follow throughout the year. (Need a primer? Get briefed on the basics here.) And remember that while goals should be specific to each person’s role, they should also be clearly aligned with the organizational goals so that employees can see how their performance affects the whole team.Īfter the meetings, type up the company’s goals and each employee’s goals, and put them in an email.
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The best way to set goals is to use the SMART ( Specific, Measurable, Achievable, Results-oriented, Time-bound) framework.
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This not only ensures that everyone is clear on their expectations for the year, it also gives you both a clear outline to follow each time you discuss performance over the coming months. Then, meet with them individually to set their own performance goals. Here’s what your annual schedule should look like:Īt the beginning of the year, have a meeting with your employees to share your annual goals and expectations for the team. Now, for the sake of ease, let’s say your review season will be at the end of the year, in December. Nothing about a review-from the content to the timing-should ever come as a surprise. Next, build out your yearly timeline accordingly, and communicate the timing to your employees. If you have flexibility, you want to avoid high-volume work seasons, because the preparation and feedback process can be demanding and intense, and no one wants to do reviews during busy season. Find out whether your organization has a preferred schedule or process (most large companies do) and consider when your budgeting process takes place or when you have the option to hand out bonuses. Start by identifying the best time of year to conduct your reviews.
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Planning will help you deliver more comprehensive feedback and, when review season rolls around, there will be no surprises for you or your employees-and that’s what you should be striving for. You should treat the process as a year-long activity and put thought into it well ahead of time. You might be tempted to throw together your top-of-mind feedback for your employees the week before a review, but you probably already know you shouldn’t.
First time manager challenges how to#
In that spirit, here’s how to get started. So, if you’re aiming to be a superstar manager, it’s time to become as good at reviews as you possibly can. Turns out, managers dread them as much as employees do! Yet, despite our natural aversion, reviews are an inevitable (and important) part of the job, and a critical part of your team’s growth. With my MBA in hand and thorough analysis of my Myers-Briggs type, I thought it would be a breeze to manage and motivate the people I worked with.īut, while those tools did prove helpful, they didn’t totally prepare me for one of the hardest parts of being a manager: giving annual performance reviews. A few years back, I stepped into a management position where, for the first time, I was responsible for supervising a team of six.