Year-end is not only the time of over-indulgence and over-spending; often, it is the time of overlooking and underestimating the power of employee feedback. It is no secret that employees and employers alike have reservations about annual performance reviews. Some employees view them as a waste of time, and many employers find it difficult to argue against that. While it is not always practical or desirable to replace the annual review, many companies have discovered the value of augmenting them with frequent check-ins.
How Feedback Has Evolved
The concept of an annual performance review is based largely on the merit system adopted by post-war corporate America–a system that arguably has not evolved to meet the needs of modern business structure or the changing attitudes of younger workers.
The idea of strict, inflexible annual assessments of performance becomes especially problematic with tightening labor markets and employees’ desire for more relevant and timely feedback. Annual reviews, while not totally without value, traditionally have held employees to quantitative standards and do not assess granular performance or incorporate all-important coaching opportunities. That is where frequent checks-ins come in into play.
What is a Check-in?
Think of check-ins as microscopic evaluations. In this process, managers evaluate employee performance periodically throughout the year, not just at its end. Managers check in on employee performance as it happens, instead of giving a rating possibly many months later.
Employees can, and should, still set attainable goals for themselves each year related to their performance, but evaluating that growth annually may do them a disservice. Frequent check-ins (whether quarterly, monthly, or even biweekly) allow employers the chance to nip any emerging issues in the bud and let employees receive coaching when it is relevant. Moreover, checking in with an employee more frequently can build a stronger rapport with supervisors while strengthening employee engagement and company culture.
Implement With Ease
Since frequent check-ins are essentially periodic meetings tailored to employee performance, implementation is minimal. To get started, employees (with supervisor assistance) should first develop goals for themselves for the year. It could be related to performance or some other aspect that is important to your company, like growing a particular skill. Next, supervisors should schedule individual meetings at set intervals throughout the year to check in on the progress of the goals. The meetings are also an opportunity for employees to receive feedback in any areas where they’ve fallen short, like not achieving a goal milestone on time.
Frequent check-ins can be powerful tools to improve employee growth and performance. These check-ins, which are often paired with a final annual review, show employees that management cares enough about their development to give them time to discuss it throughout the year.
Think about it: employees spend around 260 days each year at work. What could be more impactful to their development and sense of self-worth than spending more than just one day each year to take an interest in their success and well-being?
