Not being prepared for Sue's review is the biggest performance review mistake you can make
While reviewing a random sample of retail sector performance appraisals, one major law firm found that the majority damaged the employer's case instead of supported it.
Because in most cases employers expect their employees to prepare for them, but don't do any preparation themselves.
And out of those that do prepare, 90% of all performance reviews aren't done right.
This may seem minor, but here's the thing: Your employee's review could turn into a crucial piece of evidence when it comes to showing the CCMA your actions were just and fair.
If your process consists of sloppy record-keeping, short-term memory loss (where a manager recalls last week's slip-up but not Sue's successes over the past few months) or hot-cold reviews, yours might be the next unfair dismissal' case the CCMA judges.
And, unless you can prove just cause for terminating Sue's employment, it's highly likely she'll win her case at the CCMA.
So what do you need to do to be prepared?
******** Best seller ********
Cut costs, save time and still ensure your employees' performance reviews are effective
Employee performance reviews… You hate them don't you?
I don't blame you.
Not only do they take hours to prepare for but do you ever really see any difference in your company's bottom line after you've done them?
Well, that's about to change.
Use these tips to conducting well-prepared employee performance reviews
As our labour experts explain,
start by having all the necessary tools at hand to write Sue's quarterly performance appraisal. You'll need things like:
A copy of the her performance plan or KPIs;
Notes of previous meetings with her;
Employee self-evaluation documents (This should include a list of Sue's completed projects and accomplishments); and
Feedback on her performance from other sources (managers, suppliers, customer feedback, etc.).
Once you have all this, take the time to review each element in a non-personal, non-critical way. Consider:
Whether Sue met the objectives for the period? When doing so, also consider the quality and timeliness of project delivery.
Has Sue's performance improved during the period under review?
Have Sue's work responsibilities changed? If so, how has this affected her ability meet her other performance requirements?
Have you given Sue additional responsibilities that weren't included in her original KPIs? (If so, it's important to acknowledge these additional responsibilities and consider whether you need add them to her current KPIs.)
Only once you've done your homework (and made written records) should you schedule the performance appraisal with Sue. Do this, and you'll be able to prove that any action you take against her was fair in the eyes of labour law.