Performance reviews happening more regularly finds survey

Survey finds Performance Reviews more frequent than five years ago

For a growing number of employees, the “annual” performance review is no longer a once-a-year occasion, a new survey shows. Nearly four in 10 (39 percent) executives interviewed recently said their companies schedule these meetings either twice a year or quarterly, up from 29 percent in 2002.

The survey was developed by OfficeTeam, a leading staffing service specializing in the placement of highly skilled administrative professionals. It was conducted by an independent research firm and includes interviews with 150 senior executives at the nation’s 1,000 largest companies.

Executives were asked, “How often, if ever, do you conduct formal performance appraisals of your staff?” Their responses:

                                                                         2007             2002
Quarterly                                                              8%              10%
Twice a year                                                     31%              19%
Once a year                                                       58%               66%
As necessary                                                     1%                2%
Never/don’t conduct formal appraisals          2%                 3%

“Many workers are apprehensive about performance reviews, but, with preparation, these meetings present an opportunity to highlight accomplishments, identify future career goals and make a case for a raise or promotion,” said Diane Domeyer, executive director of OfficeTeam.

Added Domeyer, “Employees whose firms do not have a formal evaluation process, or who seek more frequent feedback, should take the initiative to schedule informal meetings with their managers to discuss their progress on the job.”

OfficeTeam offers the following tips to help professionals make the most of performance reviews:

1. Jog your memory. Before your review, make a list of your accomplishments and how your efforts benefited the firm.

2. Arrive with ideas. Your manager will likely solicit your input on what you hope to achieve in the coming months and if you would like any changes made to your role. Carefully consider the support you might need to meet your objectives.

3. Treat the review as a two-way conversation. How you listen and respond to feedback is crucial. Think of the meeting as an opportunity to work with your supervisor to develop a plan to move your career forward.

4. Dish it out — carefully. Use the review to diplomatically provide your manager with feedback. This is your chance to request more guidance or resources.

5. Create an action plan. Always finish the discussion by setting specific goals to work toward. To make the next review more productive, start tracking your achievements and challenges now.

22 Aug 2007

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