The second component is more challenging for a working manager because it requires structure including a scheduled meeting with the employee. Working managers are remarkably familiar with and comfortable with task structure – feeding schedule, equipment maintenance, spray schedules, etc. That same commitment and priority must be applied to the regular meeting with employees. Think back to the conversation between Ted and Ashley. The regular, often monthly, meeting should be collegial and informal. I use the term “informal formal meeting” to illustrate that some structure is required, but the conversation should be informal and collaborative.
The meeting should have two major themes:
- Review actual performance versus expected on the selected performance measures (keep the number small), provide feedback and discuss the results, and reset performance expectations.
- Address any issues brought forth by the supervisor or the employee. Recall Ted’s question to Ashley: “Before we look at your performance numbers, do you have any issues you wish to discuss?”
Because performance has been addressed as it happens, the third component, the “stay meeting,” which is a replacement for the traditional annual performance review, looks forward to address employee growth opportunities and career planning.
A final comment: A performance improvement system can increase performance and enhance engagement, reducing the likelihood of turnover.
