The purpose of Knott Mechanical’s performance review and planning process is to provide a forum for employees and managers to evaluate past performance, provide feedback, set short-term goals and identify opportunities for future development.
The performance review and planning process is an opportunity to review past results and accomplishments and make plans for the performance review and planning period ahead.
There are several parts to Knott Mechanical’s Performance Review and Planning Process as follows:
Annual Employee Self-Appraisal
Each employee completes a self-appraisal form and provides a copy to their manager one month prior to the review period. By completing the self-appraisal, employees have the opportunity to organize thoughts about their performance during the review period as well as address future competency development needs, career goals and other issues, which may impact their work. By receiving a copy of the employee’s self-appraisal prior to the review period, managers can better prepare their reviews and the review meeting by understanding how the employee views their own work efforts. The self-appraisal opens the door for two-way communication so that a meaningful dialogue can occur between employee and manager at review time.
Annual Employee Performance Appraisal
Each manager is responsible for completing employee appraisal forms for the employees under their area of responsibility. The appraisal form provides structure to the performance review and planning process. Although it is important to review past performance, the main focus of the appraisal form is to allow the manager and employee to look forward by focusing on goal setting and developing future competencies. Managers should look to all available resources when completing the annual Employee Performance Appraisals for their team members. This may include senior technician/employee input, client feedback and notes kept in files on the employee’s performance.
Six Month Informal Review
Once the annual review meeting takes place and goals are set for the next year, managers will set individual one-on-one meetings with each of their team members at or around the half-year mark. This meeting will revisit the goals discussed in the annual review meeting, discuss goals achieved in the first 6 months, validate goals that still need to be accomplished during the review year, and encourage employee feedback on the process.
New Employee 90-day Performance Review
In addition to the annual review process, managers will complete a 90-day performance review form for all new hires they oversee. A meeting will be set at or around each new employee’s first three months of employment to discuss the review and provide formal feedback. The new employee will then follow the annual review cycle as outlined above.
Meeting Time and Place
Managers should set aside enough time to meet with each employee so that they can go through the review and planning meetings without feeling hurried. Typically, scheduling a one-hour meeting should be sufficient to allow both the manager and employee to engage in a balanced conversation. Managers should choose a quiet, private meeting spot with as few interruptions as possible.
Follow Up Between Reviews
It is important to employee morale and retention to provide one-on-one feedback at least once a month on each employee’s performance. This can be accomplished by: passing along client and senior employee feedback, recognizing efforts made on a particularly difficult job, encouraging training seminars for areas needing improvement, visiting job sites during large projects, listening and considering employee suggestions.
Open communication ensures that there are “no surprises” during the performance review discussions at the 6-month and annual meetings. Frequent and open communications during the year also enhance the performance review discussions with an emphasis on goal setting and developing future competencies.
Managers can create a positive environment and help the employee feel at ease during the performance review meeting by providing balanced feedback and allowing for open dialogue. It’s important that managers focus on job performance, not the person. During the review, managers should continue to ask questions and allow the employee to participate in the conversation. When discussing areas for improvement, it is important to discuss methods and objectives for improving. Near the end of the review meeting, summarize the most important points of the discussion.
Planning For the Next Year
Managers should look forward with the employee and discuss current competencies as well as plans for development of new competencies during the next review period. It is important to allow the employee time to talk about their aspirations and professional development and determine how the management team can help them achieve those goals within the overall mission and business objectives of the Company. Within a short period of time after the meeting, follow-up with the employee should occur to see how plans are proceeding within agreed upon time frames. It is important for managers to offer the employee assistance in achieving objectives and encourage discussion of successes and obstacles.
In support of Knott Mechanical’s "pay for performance" philosophy, competitive increases are based on performance and the employee’s ability to develop new competencies and enhance current skill sets. The timing of the compensation review normally coincides with that of the performance review and planning process as determined by the Company.