By David Burkus
Talking to employees about their performance and how they can develop their careers is one of a manager’s most important tasks. Nevertheless, it can often get pushed down on the to-do list.
Giving regular feedback doesn’t have to be difficult. Templates can help to guide the discussion and, Adobe, which recently replaced their performance reviews with informal “check-in” conversations, offers one of the best.
The software company’s check-ins cover three areas: expectations, feedback and growth and development. When each has been discussed, managers and their reports know that they’ve had a meaningful conversation. Expectations refer to setting, tracking and reviewing clear objectives. Both parties agree on roles and responsibilities for each goal, and how success is defined. Adobe employees begin the year with a simple one-page document that outlines their annual objectives. Regular check-ins provide opportunities to monitor progress and review the relevance of each goal.
Feedback involves ongoing, reciprocal coaching. Once objectives are clear, managers should tell their employees how they can improve their performance and achieve their goals more quickly. Adobe emphasizes reciprocity during this process: Managers review performance while also being open to receiving feedback themselves.
The final element, growth and development, focuses on the expansion of knowledge and skills that can help employees to perform better. This particular discussion is also an opportunity for managers to understand their employees’ career goals and align them with current objectives and opportunities. This ensures that the conversation centers on the future, instead of just providing a score on past performance.
Regular check-ins make it easier for both managers and employees to track progress. But perhaps most important, they can supplement, rather than replace, an existing review model. Consider them a tool for more meaningful conversations.
David Burkus is an associate professor of management at Oral Roberts University and the author of Under New Management.