How to…
1. Preparation | 2. Conversation | 3. Follow up |
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1. Preparation | 2. Conversation | 3. Follow up |
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Start early enough to prepare Try to anticipate their reaction Identify why you give the feedback Positive Reinforcement Corrective Reinforcement Coaching Reinforcement
Be aware of potential cognitive traps HALO Effect (a positive, recent experience influences our overall evaluation) HALO and HORN ( opposite of HALO effect) can be mitigated by the following tools: Notes from your 1:1 Previous Review Peer Feedback Notes, Feedback OKRs Other data sources
Start with the written feedback Areas of evaluation Achievements & Progress Setbacks & Errors
Level of evaluation
Be fair, productive and motivational Make it personal, and f2f whenever possible Timely Feedback - Mostlies shouldn't be surprised about the feedback - you should have discussed it already with them Be as specific as possible to get the best results Schedule enough time for the conversation
What to do when you identify that performance standards are not met? Ask yourself the following questions: Is it the first time you are confronting the employee with that fact? What have you done so far to correct the behaviour? Identify the disconnect Lack of motivation Lack of ability Lack of resources
When you answer the first question with NO - this might change the nature of the conversation and it is better to consider an exit scenario When you answer the first question with YES - think about the necessary steps to improve the performance
| Start on time Be prepared First part should be dedicated to performance review Use the second part to discuss compensation adjustments Don't make any promises. You can share your intention but don’t promise Confirm follow ups and next steps Active Listening Repeat the message Ask clarifying questions
Make sure your feedback is actionable Check emotional tone Avoid extreme words Focus on learning opportunities, not challenges Split the conversation between “Evaluation” and “Development” Ask what they need Don’t get defensive
| Identify areas of improvement You can schedule a follow up meeting so that both of you have enough time to reflect and think about the best steps forward MOSTLIES are in the driving seat of their career, so they should come up with some ideas how to grow Regularly check in to ensure progress Your role as a manager is to enable, empower and facilitate the growth
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Writing a self review
Our performance reviews usually consist of the following questions:
What behaviours or actions should this team member CONTINUE to do?
Here’s some examples:
What could this team member START doing; and why would it be beneficial?
Here’s some examples:
Something that would benefit the person, team, or MOSTLY AI;
A new skill to add to the set;
A new positive behaviour.
What behaviours or actions should this team member STOP
doing; and why would it be beneficial?
Here’s some examples:
Something that is a waste of time;
A task that should be handed off;
Things that aren ́t working;
What are 2-3 things this team member should focus on in order
to continue developing in their career and support MOSTLY AI's
goals?
Performance rating (from 1-5).
An open question for team members to address any other topics.
Below is an example of a self review completed by an (imaginary) AI Engineer:
Performance Calibration
| | | 3 - Consistently meets expectations | | 1 - Needs strong improvement |
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| | | 3 - Consistently meets expectations | | 1 - Needs strong improvement |
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TL;DR | | Consistently meets and occasionally exceeds goals and performance standards Identifies problems, and frequently presents viable solutions to problems (May require some coaching to determine the appropriate solution and the plan to execute the solutions)
| Consistently meets performance standards Identifies problems, and occasionally presents viable solutions to problems (May require some coaching to determine the appropriate solution and the plan to execute the solutions)
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In detail | Routinely demonstrates a willingness to complete work that may be out of scope of their regular responsibilities Consistently volunteers to take on new tasks and/or initiatives and sees through to completion without the need for direction and with little to no coaching Effectively handles multiple priorities Consistently looks for process improvements and development opportunities for self, the team, and the department Consistently demonstrates exceptional customer service Is always willing to lead change, and help others through change Consistently seeks out constructive feedback and opportunity for improvement and development Consistently demonstrates leadership among peers and colleagues Consistently maintains a positive and professional manner when under pressure or in stressful situations All competencies have been demonstrated or developed in an outstanding manner
| Often demonstrates a willingness to complete work that may be out of scope of their regular responsibilities Consistently demonstrates exceptional customer service Is able to handle multiple priorities Is open to implementing process improvements and often suggests process improvements and development opportunities for self, the team, and the department Is open to change and maintains a positive attitude through change Openly receives constructive feedback and opportunity for improvement and development Consistently receives positive feedback from customers and colleagues Often demonstrates leadership among peers and colleagues Often acts as a peer mentor and coach Maintains a positive and professional manner when under pressure or in stressful situations Relevant competencies have been satisfactorily demonstrated or developed
| Occasionally demonstrates a willingness to complete work that may be out of scope of their regular responsibilities Is able to handle multiple priorities with limited direction Is open to implementing process improvements and often suggests process improvements and development opportunities for self Is open to change and maintains a positive attitude through change Openly receives constructive feedback and opportunity for improvement and development Consistently receives positive feedback from customers and colleagues Occasionally acts as a peer mentor and coach Maintains a positive and professional manner when under pressure or in stressful situations Most of the relevant competencies have been satisfactorily demonstrated or developed
| Inconsistently contributes to solving problems Occasionally looks for reasons why work or goals cannot be accomplished rather than looking for ways to complete the work Inconsistently demonstrates exceptional customer service Occasionally has difficulty managing multiple priorities Occasionally has difficulty handling change and may reject ideas without due consideration Not always open to constructive feedback and at times may place blame elsewhere Infrequently receives positive feedback from customers and colleagues Occasionally has difficulty maintaining a positive and professional manner when under pressure or in stressful situations Some of the relevant competencies have been satisfactorily demonstrated or developed
| Does not adhere to department policies and expectations Is unable to recognize problems Looks for reasons why work or goals cannot be accomplished rather than looking for ways to complete the work Provides an inconsistent level of customer service Rarely demonstrates the ability to handle multiple priorities Is not open to change and often rejects ideas without due consideration Reacts defensively when receiving constructive feedback and often places blame elsewhere Infrequently receives positive feedback from customers and colleagues Is unable to maintain a positive and professional manner when under pressure or in stressful situations A number of the relevant competencies have not been demonstrated or developed
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Optional: Skill Will Matrix
Managers can also use the Skill Will Matrix to further reflect on the reviewee’s performance and next steps. This is a powerful team management and leadership tool that allows Managers to make an initial diagnosis of a person’s will (willingness to perform) and skills (competence to perform).
Tips on how to deal with each scenario:
High will / high skill: Delegate/Empower
Provide freedom in job methodology
Communicate trust and recognition
Develop stretch goals, broaden responsibilities, treat as “partner”
High will / low skill: Guide/Coach
Reduce risks, obstacles, constraints
Provide tools, guidance, coaching, feedback upfront
Relax control as progress is shown
Low will / high skill: Excite/Motivate
Identify reason(s) for low will
Develop intrinsic motivation, incentives and value alignment
Monitor and provide recognition to reinforce positive behavior
Low will / low skill: Direct/Supervise
Brief clear, identify motives, develop vision for success
Structure quick wins
Supervise with frequent feedback and clear expectations
For a more detailed explanation of the Skill Will Matrix, check here.
