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Originally Posted by AceRimmer
I find it hard to believe that delaying your review is illegal. Is there a probationary period there? At my workplace it's 6 months. We've had a few people who didn't make that cut.
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In the US there are statutes for employment law, surrounding the use of probationary policies. Each state has them. If an employer delays a work performance review, they employee can sue them for discrimination, for not being treated equitably and given leadership.
Wrong termination lawsuits result when employers aren't transparent with their employees about their hiring policies.
Also, if you want to keep your employees you don't delay their performance reviews.
Don't Delay That Performance Review
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Why does a performance review improve employee retention? First, it shows the company’s interest in an employee. The worker knows that it takes time and effort for the manager to do the performance review, and people appreciate that. Even though performance reviews are typically stressful for both participants, the review shows commitment to the employee. Postponing a performance review diminishes the employee’s importance.
A good performance review gives the manager an opportunity to listen to the employee, to hear the person’s motivations, hopes and dreams, and well as frustrations and fears. Sometimes the manager can do something helpful, but other times it’s valuable just to listen. People want to be heard.
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Performance reviews is a trigger topic for most companies because managers don't like doing them and employees don't like being scrutinized.
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Annual performance reviews have been abandoned at many companies, and are hated or ignored at many others. A Harvard Business Review article by Peter Cappelli and Anna Tavis states, “With their heavy emphasis on financial rewards and punishments and their end-of-year structure, they hold people accountable for past behavior at the expense of improving current performance and grooming talent for the future, both of which are critical for organizations’ long-term survival. In contrast, regular conversations about performance and development change the focus to building the workforce your organization needs to be competitive both today and years from now.”
I have had success with frequent mini-reviews, as often of every two weeks, taking just five minutes or so each time. With continual feedback, the annual performance review has no surprises.
Abandoning annual performance reviews is only acceptable if they are replaced with another structure for feedback. Whether it’s a weekly huddle or a quarterly conference, alternatives may work a little better or a little worse. A structured program to which managers are held accountable is necessary, or feedback stops for many employees. Talking to employees becomes a task without a deadline. Many people suck at tasks without deadlines.
And for some managers, talking to about an employee’s performance is outside of a the comfort zone. Hardly anyone is good at completing tasks without deadlines outside of their comfort zone.
A highly productive employee is highly engaged in the work and highly likely to stay with the company. That person knows what the boss thinks, both the good and the bad. The performance review facilitates that process, though it’s not the only means of doing so.
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If you want to create trust between yourself and your employee, COMMUNICATE with them. Constant FEEDBACK from the manager to their emloyee shows investment in the relationship and the work that the employee does for the manager; it also removes a LOT of negative feelings and can create a bond of trust between the employee and their manager that goes a long way.