The Data on Timely Performance Reviews is Clear
According to a recent Wall Street Journal article the demands for more feedback are part of what some analysts see as growing distinctions among workers of different ages.
According to the article by Brittany Hite, " In a recent survey, 65% of "Generation Y" workers at Ernst & Young said "providing detailed guidance in daily work" was moderately or extremely important, compared with 39% of Baby Boomers. An overwhelming 85% of Gen Y employees said their age-group peers want "frequent and candid performance feedback," while only half of Boomers agreed. Generation Y included those born after 1980; Gen X, those born from 1965 to 1980; and Boomers, 1946 to 1964."
Boomer Managers might reluctantly accept the data, but need a process to, well just because they have always been taught to use a process. It just the way most Boomers do things...
There are a few critical elements, make sure everyone understands from the outset this is a formal yet informal performance dialog, remember your Body Language, and come out from behind you desk. Do not be afraid, you will live face-to -face and finally remember to listen and illustrate the importance of the meeting by taking notes.
1. Please share with me how you feel about your performance and development over the last month?
This allows the employee to start the dialog, and their honesty regarding shortcomings might surprise you. Do not interrupt, your turn is coming. If they stumble, or will not open up, try this "What are the three things you think you have done the best?" "Followed by two or three areas you feel as though you can grow." This is probably new for both of you, if the first one is a little tough, they will get easier, I promise.
2. How do you feel about having the tools you need to do your job well?
The key here is the use of the word 'tools' a very popular word in many surveys for good reason. It is non-assumptive, objective, and can mean many things to different people, and usually the connotation of 'tools' is no money or budget related. And of course the ultimate beauty of this question is in the response. Worst case you might identify a tool (training, program, or relationship) that you had not been aware of, or if the response is yes, then the natural assumption from both parties is that naturally you will do your job well... not from the perspective of the manager, but as owned up to by the employee.
3. Let me share how I feel about your performance over the last month...
Ah, now is your time to be the boss. Remember, this meeting is designed to be brief and upbeat, and remember not to discuss the person but the behavior of the person. Acknowledge the honest points made by the employee, reinforce where they were honest and observant, then deliver your thoughts in a constructive way whenever possible, then finally suggest an area you might both watch for next month.