Home About Our Blog What are the different types of Performance Reviews?

In today’s modern workplace, employees are considered to be an extremely valuable asset to an organisations success. Therefore it is essential now more than ever for a business to understand their employee’s wants and needs. Not only will this leverage the most out of employee’s skill sets, it will also facilitate a work place environment comfortable with the idea of constructive feedback, growth and goals.

 

At Nine2Three Employment Solutions we can help you customise business plans so that you can find the right performance review system to drive your businesses success.

 

 

Performance reviews should be conducted on an as-needs  basis to remain up to date with business goals and objectives. This proactive approach can clarify job expectations, resolving problems as they occur rather than after. 

 

It’s important to use a mixture of both informal and formal review types so that employees view the process as one of advice rather than behavioural correction.

 

 

A behavioural checklist is a document which sets out specific criteria expected from the employee by the organisation. These criteria may include items such as tasks, behaviours and roles specific to an employee’s position. Once an employee has fulfilled one of the objectives on the list a manager or peer is required to validate the employee’s attainment by signing the checklist.

 

This type of appraisal is best suited for businesses that may not have the resources or time invest in training and development. Behavioural checklists are an easy non-invasive way to track employee progress and are especially useful during the commencement of  new programmes and process. 

 

This type of assessment is based upon an employee’s perspective on how well they contribute to the organisation as a whole. Self assessments should be tailored to cater for employees at all levels of the organisation. 

 

Self assessments are a great starting block for organisations who are interested in fostering both professional and personal development from their employees. This form of appraisal is usually kept confidential between both the employee and HR. As a result employees are more inclined to provide both detailed and honest feedback leading to a more comprehensive collection of data.

 

This type of performance review uses a variety of different perspectives from both internal and external stakeholders to assess and determine a fellow employee’s contribution to the business.

The main advantage of using peer assessments as a performance review method is its thoroughness. Peer assessments offer insight on performance, communication and interpersonal skills of the employee, providing the organisation with comprehensive unbiased feedback. 

 

Peer assessments are best suited to:

 

As part of the 360 degree feedback process, employees complete a submission which gets collected and assessed by different stakeholders in the organisation. Once all sides have made their contributions an in-depth meeting is conducted and future goals are set out for the employee. 

 

360– degree feedback is a great tool for businesses that place a large emphasis on training and development, as this type of review is excellent for tracking and comparing progress of individuals over both short term and long term time frames. 

 

 

Factors including size, nature and structure of your business should be taken into consideration, as this in conjunction with business objectives and goals will be used to determine what type of performance review is right for your organisation.

Organisations must create objectives and criterion which resonate with company values or successful outcomes. Each review measure should be tailored to the individual to enhance personal development.  

All performance review methods can be used in conjunction with one another to you’re your organisational needs. 

 

Naomi Oliver is a Nine2Three Human Resource intern currently completing a Bachelor of Media & Communications and a Bachelor of Commerce at the University of Wollongong.

 

Important Note: These articles have been prepared for general circulation and are circulated for general informational purposes only; these articles should not be regarded as business or investment advice. The articles represent the views of the writers and are subject to change without notice. Additionally, while every care has been taken in the preparation of the articles no representation or warranty as to accuracy or completeness of any statement is given. An individual or organisation should, before any business or investment decision is made, consider the appropriateness of the information in this document, and seek professional advice, having regard to objectives, situation and needs. This document is solely for the use of the party to whom it is provided.