How to Convince Your Boss to Adopt More Frequent Performance Reviews [Includes Sample Dialogue)

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Many companies stick to a typical annual or semi-annual performance review cycle orchestrated by the HR department. However, some managers are finding this system may not be the most effective way to guide and assess employees in today's fast-paced environment. There's a growing trend towards more frequent performance conversations.

Why Might Managers Favor More Reviews?

• Ongoing Development: Annual reviews focus on the past; frequent ones prioritize future growth.

• Agility: Goals and priorities shift—short feedback cycles aid quick adjustments.

• Engagement: Employees feel like their work is consistently valued.

• Problem-solving: Issues are caught early, before they snowball.

• Stronger relationships: Builds trust for handling tough conversations if needed.

The Dialogue - Convincing Your Boss

Manager (David): Sarah, I was hoping we could chat about something I've been thinking about. Our team evaluation process.

Boss (Sarah): Sure, David. Is there an issue with how things are currently going?

Manager (David): Not a major issue, no. But I've been feeling that the annual review cycle might not be giving us the best view of everyone's performance. More frequent check-ins might be better.

Boss (Sarah): Hmmm, that's a change. What makes you say that? We already have a lot on our plates.

Manager (David): I understand that adding anything is a workload concern. But hear me out: more frequent reviews, even short ones, help employees stay on track. Goals can shift throughout the year, and short feedback cycles mean we can make adjustments in real-time, not 11 months later.

Boss (Sarah): I get the theory, but I'm also thinking of the paperwork and administrative overhead. This is a bigger time commitment.

Manager (David): Well, we don't have to make them huge formal affairs every time. A quarterly touchpoint for deeper discussion, but monthly 15-minute check-ins could be informal. I think it also motivates people knowing their progress is recognized consistently.

Boss (Sarah): That's interesting about the motivation angle. But aren't you worried about it feeling like micromanagement?

Manager (David): That's where the emphasis on development comes in. If team members see it as focused on their growth, not judgment, I think it could build much stronger trust. Actually, it may cut down on unnecessary back-and-forth because expectations would be clarified more often.

Boss (Sarah): Okay, you're putting up some good points. It still may have a ripple effect across HR policies. But hey, I like managers who think about improving processes. How about this: let's run a pilot project with your team? Let's go quarterly for six months, see what the benefits actually look like. If it works as you say, we can revisit company-wide changes.

Manager (David): Sarah, that's perfect! Thank you for being open to this. I'm excited to try it out.

Avoiding Potential Pitfalls

Even with benefits, going off-script from your company's HR practices needs careful thought:

• Micromanagement: Be transparent about goals and expectations to build trust. Focus on development, not just criticism.

• Don't Overpromise: Start with small changes and prove to HR this works for your team before arguing for full-scale company changes.

• Feedback Type: Use frequent review cycles for in-the-moment adjustments. Deeper analysis of strengths/weaknesses may still merit quarterly/biannual review.

• Stay Aligned: Keep HR in the loop about your pilot project; clear communication avoids potential conflict.

Is It Right For You?

More frequent reviews may not be perfect for every team or industry. But, if you are noticing employees feeling lost between long gaps in feedback, or finding goals becoming stale due to changing work demands, more frequent touchpoints could be a powerful change.

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