Performance Reviews: Mistakes Supervisors Make
One of the most important responsibilities for supervisors is the development of those employees who report to them. Supervisors are encouraged to provide day-to-day coaching of workers to address those areas where improvement is needed and to recognize and utilize the employees' strengths. Most organizations also have an annual performance review. Too often, supervisors do not take full advantage of this opportunity to develop their employees. Listed below are some of the common mistakes supervisors make during the performance review process:
� They do not adequately prepare for the review, and they do not allow enough time for the process � rushing through it.
� They regard the review as a waste of time. This becomes a self-fulfilling prophecy when the supervisor just goes through the motions, giving all employees a "C" as a cop-out for not giving specific feedback.
� They fear the employee's response. Many supervisors still avoid giving constructive criticism and suggestions for improvement because they fear a confrontation with the employee.
� They lack training in how to give constructive feedback and have not sought it out on their own.
� They are uncomfortable sitting down on-on-one with employees to talk about performance and attitude.
� They hide behind other supervisors � if other supervisors don't make a special effort on the performance evaluations of their personnel, why should they?
� They use the performance review only to lay blame, instead of using it as an opportunity to point out the employee's strengths. The supervisor should praise good deeds so the employee will repeat them.
� To the contrary, they don't want to say negative things. Most people prefer to play Santa Claus and give away praises and raises, but not everybody is comfortable sharing necessary bad news.
� They save up negative feedback to surprise the employee with at performance review time since they believe they have to have something negative to say. Necessary criticism should be communicated as events occur, not "saved up" for review time. The best reviews are the ones where there are no surprises on either side, the supervisor or the employee.
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