Conducting a Performance Review

The employee was shocked. She did not understand why she had received a poor performance review when she sincerely believed she had tried so hard and had done so much to service the other employees. I tried my best to explain why I had given her a negative review, but to no avail. She remained terribly upset. Through tears, she kept saying that she did not understand. 

I learned a valuable lesson that day. She was upset because I had blindsided her. I realized that I had not been giving her regular feedback. I relied on myself and others to fill the gaps in processes that she left undone, without confronting the poor performance. This left her completely surprised. I had also lost the opportunity to correct the issue long before the review. This would have saved a lot of wasted time and effort on my part and the other team members. I was not prepared or equipped to provide a productive performance review.

Without proper preparation, giving a performance review can be as nerve-racking as receiving one. Laying the groundwork beforehand is key. A good manager wants to provide encouraging feedback while pointing out areas where an employee can improve. A poor manager will use this time to berate or punish an employee. 

Read the whole chapter in Biblical HR.

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In the age of an increasingly complex world of work, the truths in this book are so timely, and yet the principles here within are so timeless.

Keith Daniels
Former HR Executive, Small Business Owner, Directional Pastor, Member and Secretary of the Board of Trustees – The Southern Baptist Theological Seminary, Louisville, KY