Effective leaders can relate to their staff while keeping an eye on the future. Here are our top ten tips for performance reviews.<\/p>\n
• Coach, don’t review<\/strong> • <\/strong>Address one thing at a time<\/strong> • Be consistent<\/strong> • Uncover the root cause<\/strong> • Be vigilant in probation periods<\/strong> • Same treatment<\/strong> • Take action<\/strong> • Termination a last resort<\/strong> More info at www.tony-wilson.com.au<\/a> and www.freehills.com.au<\/a> <\/p>\n Article from The Courier Mail<\/p>\n <\/body><\/p>\n","protected":false},"excerpt":{"rendered":" Effective leaders can relate to their staff while keeping an eye on the future. Here are our top ten tips for performance reviews. • Coach, don’t review Coaching is the simple art of asking and listening. It needs to be consultative, straight-talking and genuinely aimed at improving the skills of the team member. • Address […]<\/p>\n","protected":false},"author":1,"featured_media":744,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[5,3],"tags":[],"yoast_head":"\n
Coaching is the simple art of asking and listening. It needs to be consultative, straight-talking and genuinely aimed at improving the skills of the team member.<\/p>\n
KPIs are the Jekyll and Hyde of the workplace. With none, staff won’t know where to start. With 30, they can’t remember what they’re supposed to be improving. Don’t overload. Focus on one key area at a time.<\/p>\n
Employees are conditioned to believe feedback initiatives will fizzle. When they realise it’s going to be regular and constructive, staff will feel more supported and engaged while managers will see a rise in retention levels and performance.<\/p>\n
Poor performance is often an underlying symptom of disengagement or something more sinister like discrimination or bullying, or problems at home. The Fair Work Australia Tribunal requires employers to give staff a “fair go all round”.<\/p>\n
This is when workers should be scrutinised and any performance issues addressed. There should be no surprises at annual reviews.<\/p>\n
Be consistent when managing poor performers. Supervisors can’t feel scared about performance managing one particular employee because they hold a special position.<\/p>\n
Don’t let it fester. That serves to reward bad performers and diminish engagement and motivation across the board.<\/p>\n
Apart from legal problems, the role of annual reviews is to get the best out of staff and stop similar issues arising.<\/p>\n