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Performance reviews, individual supervision, group reviews can vary in how they are conducted with your staff. Organizations vary.

Individual staff (and groups) have a right to know where they stand at any given moment in the process of their work. Keeping your appraisals until the “yearly review”, or waiting until a problem develops to supply corrective action is the wrong way to do supervisory reviews.

It might appear overbearing to meet regularly with an employee, however the most supportive thing to do is have a transparent discussion with your staff members in the “here and now” and at predictable and regular points.

Reasons why regular reviews are good
There are several reasons why meeting regularly with your staff is a good idea. Several include:

1. A staff member knows where they stand – there are no secrets.

2. Regular development can occur which helps the employee make course adjustments.

3. What is expected, and what is happening can be reviewed now – not later.

4. Institutional values can be discussed, incorporated, and developed.

5. Staff knows you care, and that you are not being critical.

6. Helps build cohesion, retention of employees, and morale.

A Method for Doing Regular Reviews
Preferably reviews should be twice monthly, but can be weekly. They don’t have to be long protracted meetings, and they should have a positive, proactive and helpful atmosphere surrounding them. There are never punitive or critical remarks made. Everything said is transparent. Honesty is the best policy.

The Staff Member Creates the Agenda for the Review
The best review is one where the employee or staff member comes prepared to discuss the issues important to their work. A general outline path can be prescribed by the manager, but it is important that the employee own the outline, and set the topics that are to be discussed. The outline can consist of the following:

Accomplishments
Challenges
Areas of Proposed Development
Project Status/Progress

New Employees Need Mentored
A new employee may need further coaching in the process. Oftentimes, those least experienced in their jobs won’t know the questions to ask, or the material to bring forth. Examples and coaching may be necessary to help the staff member know how to think about their work.

Connection and Engagement is the Key
The overall process should only take about a half hour, but it is a good accountability for both the staff member and manager. These reviews are seen as ways to connect with the leader, and the leader has an obligation to serve and provide guidance where necessary. Importantly, it allows the staff member the opportunity to take initiative, showcase accomplishments, and honestly discuss problems they are having with their jobs or their experience. Opportunities to improve, and change path can be done on an ongoing basis, and more radical corrective action is unnecessary.