In many organizations, performance evaluations are conducted annually, though I have had the opportunity to work with a select few that implement semi-annual reviews. Organizations with semi-annual performance assessments tend to provide a more structured approach, offering training and guidance to both employees and managers in preparation for these discussions. This culture fosters continuous feedback and development, ensuring high performers are recognized and assigned to strategic projects that drive the company forward. Additionally, in these environments, executive leadership is deeply committed to tracking employee progress, ensuring that top talent is continually advancing and contributing to organizational success.
For organizations that still assess performance on an annual basis, it is common to encounter a lack of preparation and readiness from both employees and hiring leaders. This often results in performance discussions that are uncomfortable and lacking in constructive feedback. Instead of being a valuable and engaged part of company culture, these evaluations can feel more like a mandatory task. Additionally, without structured preparation, top performer ratings tend to be subjective rather than based on clear, objective criteria.
In organizations where annual assessments are the norm, it is crucial to establish a structure with your leader that ensures milestones and achievements are clearly documented. I recommend setting up quarterly performance discussions with your leader, rather than waiting for the annual review. These discussions can easily be incorporated into your regular touchpoints, with one meeting per quarter dedicated to performance check-ins. This approach benefits both employees, ensuring alignment and progress, and hiring leaders, helping to create a structured process that fosters team success and engagement.
Another key recommendation is to set aside time each month to track and record progress toward your annual goals. Schedule this consistently as a meeting on your calendar, allowing for a thorough review of where you stand. Take note of any roadblocks that require guidance, assess the feasibility of the goals in light of new tasks or projects, and document your accomplishments so far. By adopting this structured approach, you create a fact-based, evidence-driven record that will facilitate more objective quarterly discussions. This process not only keeps your leader or team engaged but also helps set higher expectations moving forward.
