How comfortable do you feel conducting employee performance reviews?

1.6k views6 Upvotes13 Comments

Director of Value Realization and COE Programs in Software, 1,001 - 5,000 employees
I feel very comfortable. The reason why is because I set expectations early and I walk the walk - lead by example. I also assume the best in people and if they are not performing well I don't assume that they are doing it on purpose. Something must be wrong so I ask about that and I try to get to the root cause. Not too long ago I worked with someone who I felt was disengaged and not focusing well. Calls were disorganized and we had to repeat topics multiple times. I was a bit frustrated.
I asked them if there was something I could do to organize our work and tried to provide some additional suggestions for getting things done. I found out two months later that this persons mother had late stage cancer and had just passed away. 
Performance reviews should happen in real time, when things are either going well or not. If you don't have the right words for what you want to say Google can help. If nothing else, follow the golden rule. Treat others as you would want them to treat you.
Director of IT in Education, 5,001 - 10,000 employees
I feel very comfortable conducting employees performance reviews. All my staff has a performance plan that laid out expectations, and performance is tracked throughout the year. We have periodic meetings (one-on-one) so at the end of the year there are no surprises.
CIO in Education, 1,001 - 5,000 employees
Very comfortable. At this point, though, it should be less about a review of performance and more of a conversation around career growth and development. We shouldn't need a formal process or a calendar to let our employees know if they are doing a good job (or to that end, a poor one). This should all be done "just in time".
CMO in Healthcare and Biotech, 201 - 500 employees
Very comfortable. Every member of my team and I speak every day anyway so if there was an issue, it was previously brought up and addressed accordingly.
Global Head of AI, Data & Analytics in Software, 10,001+ employees
Very comfortable for those I have had sufficient time to develop a rapport with
Chief Technology Officer in Healthcare and Biotech, 1,001 - 5,000 employees
Very comfortable. A good manager is always speaking with their teams and there should be no surprises at the performance review - whether your staff member has been doing a good or bad job. You should be giving this feedback continuously.

How terrible would it be to say to someone they’ve been doing something wrong for six months but you are only telling them now?

Similarly, if they’re doing great work it shouldn’t be a surprise to them.

Really, the scheduled performance review is a mechanism devised by HR to ensure bad managers actually do their job once or twice a year.

As another commenter noted, the performance review for a good manager/employee relationship ought to be a discussion around development opportunities, career growth, upskilling, etc.
Director of Marketing in Software, 5,001 - 10,000 employees
If there is clarity of purpose and shared commitment to invest enough time, performance reviews should be something to look forward to, not to fear. So I would not call it being comfortable, but rather being prepared and honest.
Information Security Director in Media, 10,001+ employees
I feel extremely comfortable as I meet with my team weekly, so coaching and/or performance concerns are worked on throughout the year as its important to address concerns as they occur and can see if tangible improvements are made.  So performance reviews are more about discussing one's strength's/successes and potential opportunities to grow.  This does not have to be a contentious meeting, but one where you are celebrating their accomplishments and ensuring they are motivated for the next set of goals (corporate/personal) and feeling valued.
CTO in Transportation, 11 - 50 employees
Very comfortable. We try to offer feedback in each interaction and more formal reviews when needed. Junior members of the team receive coaching and feedback more often than more senior members. 
CIO in Healthcare and Biotech, 201 - 500 employees
Very comfortable. I ask them for feedback for me as it should not be just a one way interaction.

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Director of IT, Self-employed
One thing I do is include them in the meetings about the changes that will take place and get their opinion.  I also lay out the pros and cons of the changes and how it will effect us as a team moving forward.

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