Employee performance: Continuous, constructive feedback yields results:
Be specific. If you simply say “Good job, Frank,” Frank won’t know exactly what he did to get that atta boy. Therefore, he can’t consciously work to repeat that behavior. Instead, say something like “Frank, that new procedure you developed for handling service calls has really improved customer satisfaction. Thanks for coming up with it.”
Include coaching. Annual reviews often are used as the only performance communication tool. They give the associate a “grade,” but do they have a well-crafted development section? Do they have a plan for how you are going to partner with them to help them grow? If they do, how often do you visit the plan throughout the year to make sure it’s on track?
Exactly right. As I have discussed I don’t believe in the annual performance rating (Performance Appraisals – Is Good Execution the Solution? – Performance Appraisal Problems…) so I would just skip the grade. The correct strategy, communicate and coach continually. Have defined process that are clear to everyone. Have clear expectations for what people are suppose to do and have methods to make problems visible so they can be addressed.
Related: Performance without Appraisal – posts on performance management – Ritz Carlton and Home Depot – Customer Focus at the Ritz
At your hotels, there are opportunities every day to provide constructive feedback for your associates’ success in the different aspects of their jobs. Whether it is technical (i.e. can’t get the bank to balance / the chicken cordon bleu isn’t to spec) or behavioral (i.e. time management / consistent follow-through), knowing these things along the way allows them to grow and support the big picture. Communication also builds trust between you and your team.
More good points. This stuff is not exactly rocket science but so few organizations do this well – even as obvious as it is.