The mid-year review is also an opportunity to contextualize feedback. “All too often, organizations [or] individual managers only have an annual review process. While any feedback is good feedback to have, if it's done in a bubble, it's less likely to be acted upon and/or incorporated into future goals,” cautioned Lori Scherwin, certified professional coach and founder of executive coaching firm Strategize That.
“Delivering feedback more often than the formal annual review will give you a chance to let your staff know you actively care about their development,” said Scherwin. “[By doing so, you can] coach them rather than simply evaluate them.”
Scherwin noted that mid-year reviews remain optional in many organizations. But, she said, “taking the time to prepare and conduct a thorough and thoughtful review signals to employees that you’re invested in their career and development.”
While “No surprises” is a non-negotiable rule, following-up on previously discussed areas of underperformance or opportunities for improvement is a smart way to establish a precedent for these sometimes tough conversations.
Scherwin advised getting as granular as possible in your feedback. “Actually tell your employee if they are meeting, exceeding, or underperforming your expectations, so that they have a chance to improve before the official year-end review and bonus process begins,” she said.