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How would you best describe your relationship with delivering end-of-year reviews?


SmartPulse — our weekly nonscientific reader poll in SmartBrief on Leadership — tracks feedback from over 240,000 business leaders. We run the poll question each week in our newsletter.

How would you best describe your relationship with delivering end-of-year reviews?

  • I think they’re a great tool for managing performance and developing people: 10%
  • They’re OK, but they definitely have limitations: 32%
  • They’re not at all good for managing performance: 27% 
  • I hate them and do them under duress: 17%
  • We don’t deliver year-end reviews: 13%

Death of the annual review? A large majority of you find year-end-reviews to be bad tools for managing performance. The real question here is what are you doing to ensure your people get the feedback they need and are being held accountable to the goals you’re setting out? A once-a-year report hardly gives people time to change performance and oftentimes these reviews are written without linking them to actionable next steps. Regardless of what format you use, be sure to document performance so you can monitor trends and deliver feedback regularly so your people know what behaviors need to change and where they stand relative to their goals.

Mike Figliuolo is managing director of thoughtLEADERS. Before launching his own company, he worked at McKinsey & Co., Capital One and Scotts Miracle-Gro. He is a graduate of the U.S. Military Academy at West Point. He’s the author of three leadership books: “One Piece of Paper,” “Lead Inside the Box” and “The Elegant Pitch.”

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