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an important way of differentiating between employees who are performing more <br />or less effectively than others. Ask yourself: <br />Did they meet the behavioral expectations on a consistent basis? <br />Did they consistently exceed these expectations? <br />Did they perform below expectations much of the time? <br />(5) Write The Performance Review. Take the time to be thoughtful <br />and specific with the narrative potions of the evaluation, as the narrative will be <br />the most useful portion of the review for the employee. Narratives provide <br />important feedback that helps the employee understand how they are performing <br />relative to the expectations for their role. <br />(6) Discuss The Review With The Employee. This is the most <br />important part of the process. Key point: <br />Context <br />If you had formal or informal ongoing check -ins throughout the year, <br />summarize these discussions in the annual review conversation to provide <br />context. <br />Narrative <br />Discuss the narrative, the performance rating, and the rationale for the <br />and Rating <br />rating the person received. Discuss both the results the person achieved as <br />well as how they achieved those results (i.e., behaviors). <br />Input <br />Ask the employee to share their thoughts and opinions on each portion of <br />the review. <br />Show <br />If anything surprises the employee (particularly anything negative), <br />Empathy <br />consider whether this is the first time they are hearing it. If it is, then let <br />them know that you are aware that this is new information to them and <br />give them time to consider what they have heard. <br />Give time <br />Before and during review discussion: <br />Provide employees with a written review prior to your discussion so that <br />they a chance to familiarize and reflect. <br />If they react defensively expect that they will need time before they <br />can have a productive conversation about how to address the information. <br />If the employee is receiving regular feedback and coaching throughout the <br />year, nothing in an annual review should be a surprise. <br />Forms <br />(7) Set Goals and Developmental Activities for the upcoming year. <br />Goals. If you aren't already doing so, consider setting broad annual goals for <br />next year and then using ongoing flexible goalsetting for specific shorter -term <br />goals. Keep the broad goals specific, important and measurable. The review <br />session is often a good time to begin creating a development plan. Focus on the <br />specific behaviors and skills that will help the person be successful in achieving <br />the goals ahead. <br />a. New Employee Initial Counseling <br />b. Ongoing Check in Record. <br />Page 79 of 151 <br />175 <br />