Hello! I am in the process of updating our review process one of the changes I’m being asked to look into is moving the entire company to have 360 reviews at the same time instead of basing it on anniversary dates. We would also decouple compensation and role changes from these annual reviews.
My initial thought is to have managers do quarterly documented check in and then do the annual 360 review which could be on a smaller scale since they have been doing the quarterly meetings.
For those that have made changes like this, what are mistakes to look out for? My main concern is employees suddenly being requested to give feedback for 10-15 colleagues and managers having 6 reviews to write at the same time.
How did you handle the transition from anniversary to one date for company? My thought is to stop doing reviews in June and switching to quarterly and some people will just end up getting two 360 reviews in the same year, but can try to make it a shorter version.
Lastly, for those employees who are chugging along and do not receive a promotion or raise, when do you revisit their compensation again? I’m thinking we will need to track date of last raise and address as the person comes up.
Company is about 80 employees.
Any experience you can share, tips, tricks or mistakes you’ve made will be helpful since I’m heading this solo. Thanks all!
Bonus question: do you have any questions you include in your performance evaluations that you feel give valuable answers? My magic question when doing referral and feedback is to ask what advice they would give the person to help them succeed. The response is usually the same you’d get from asking where to improve, but framing it as advice makes people answer more candidly.