Employee Not Participating in Review Process

[Anonymous]

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:Does the person's manager ever do one-on-one's with them?

We are small, so their "manager" is the small leadership team ... ie: the group this person refusing to do a review with. We don't really have departments and all work together in varying capacities, so everyone's boss/manager is our small leadership team. We are all active in day to day management.

I mean I could kind of understand why they wouldn't want a written performance review from a peer then...

We aren't this person's peer. We are partners of a company, this person is an employee.

[Anonymous]

If someone on my team did this, I’d start termination proceedings. I couldn’t really have someone just blow off mandatory stuff.

[Anonymous]

Self assessments are a waste of time, you’re the boss you do the assessments

[Anonymous]

Anonymous wrote:

Anonymous wrote:Does the person's manager ever do one-on-one's with them?

We are small, so their "manager" is the small leadership team ... ie: the group this person refusing to do a review with. We don't really have departments and all work together in varying capacities, so everyone's boss/manager is our small leadership team. We are all active in day to day management.

Well, that sounds like a PITA. It's Office Space "I have eight different bosses right now" territory. Designate one person to be the actual supervisor already.

As for the employee not filling out their self-assessment and goals: are you not able to review the employee's performance without them? I mean, do you honestly have no idea how well the employee is doing at their job if they don't tell you first? Or can you just, y'know, review the employee's performance?

[Anonymous]

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:Does the person's manager ever do one-on-one's with them?

We are small, so their "manager" is the small leadership team ... ie: the group this person refusing to do a review with. We don't really have departments and all work together in varying capacities, so everyone's boss/manager is our small leadership team. We are all active in day to day management.

Well, that sounds like a PITA. It's Office Space "I have eight different bosses right now" territory. Designate one person to be the actual supervisor already.

As for the employee not filling out their self-assessment and goals: are you not able to review the employee's performance without them? I mean, do you honestly have no idea how well the employee is doing at their job if they don't tell you first? Or can you just, y'know, review the employee's performance?

+1. That may be nice for the management team, but it is miserable to have multiple bosses on the same level of the org chart all giving you work and reviewing your work.

[Anonymous]

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:Does the person's manager ever do one-on-one's with them?

We are small, so their "manager" is the small leadership team ... ie: the group this person refusing to do a review with. We don't really have departments and all work together in varying capacities, so everyone's boss/manager is our small leadership team. We are all active in day to day management.

Well, that sounds like a PITA. It's Office Space "I have eight different bosses right now" territory. Designate one person to be the actual supervisor already.

As for the employee not filling out their self-assessment and goals: are you not able to review the employee's performance without them? I mean, do you honestly have no idea how well the employee is doing at their job if they don't tell you first? Or can you just, y'know, review the employee's performance?

We are a project based profession, the way we are set up is appropriate and it's not even close to eight bosses. We can and will review the employee with or without them, but this is more than just a performance review. It's goal setting for the year for each person. Particularly for this person that has vocalized they want to have an upward path within the company. We spend a lot of time working with each person on their professional development goals to support their growth in the company and work together on how best to support them. I understand this is probably different than a large corporation. We use these conversations to influence decisions throughout the year - staffing, hiring, types of projects we take on, etc.

The biggest thing here is ... it's mandatory and this person decided they didn't want to do it. That's what I have the biggest problem with.

[Anonymous]

They almost certainly have a job offer or are interviewing.

[Anonymous]

I don't see why this is a big deal. Assuming that the employee is otherwise competent and responsible, you write a review, don't give him a raise, and move on. Problem solved. Who cares if he's willing to or interested in writing about himself? Does that really matter, anyway?

[Anonymous]

I suspect this person is just a jerk who has one foot out the door. Do your portion of the review, or the team does their portion, however this works at your company, but don’t spend a lot of time on it. Fair marks, brief comments about what he does well. Mark him down significantly in areas regarding ability to follow directions, abide by company policies, etc. Make sure it’s in writing that this is why he is not getting an increase. He’ll likely quit soon enough.

[Anonymous]

Anonymous wrote:How would you structure the PIP?

This is what I'm wondering. If there are issues with the employee's work, a meeting should be scheduled with the boss and HR rep to discuss that. If there are no issues with the employee's work, then I feel like the consequence of no raise is fair punishment enough.

It could be an extreme anxiety thing. Before I was diagnosed and medicated for my anxiety, everyone just called me extremely shy. I almost never spoke up in class or answered questions unless I was directly called upon by the teacher. We had roundtable discussions after reading books in AP lit and the requirement was that each student had to participate by speaking on at least 3 points discussed. I could never do it. I wanted to say things but I couldn't bring myself to do it. Instead, I had to write an essay that all other students go to opt out of because they spoke up as instructed. That was the consequence of my choice/inability to speak.

[Anonymous]

Anonymous wrote:

Anonymous wrote:Maybe they are busy doing actual work?

I don't think asking for 1 hour (or less, sometimes it's a quick 30 min review) twice per year is a big ask. Additionally, this person could benefit from some constructive criticism based on performance and feedback.

Why are you waiting for the yearly review to give feedback? That’s terrible management.

I never do more than the absolute minimum for these bs yearly reviews. Kudos to her for ignoring you. Maybe you’ll learn to manage more than once a year now.

[Anonymous]

I'm going to go ahead and say this employee, like all of us, know that these reviews are a total waste. I'm guessing they don't care about the annual 1.5% raise either.

[Anonymous]

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:Maybe they are busy doing actual work?

I don't think asking for 1 hour (or less, sometimes it's a quick 30 min review) twice per year is a big ask. Additionally, this person could benefit from some constructive criticism based on performance and feedback.

Why are you waiting for the yearly review to give feedback? That’s terrible management.

I never do more than the absolute minimum for these bs yearly reviews. Kudos to her for ignoring you. Maybe you’ll learn to manage more than once a year now.

We do 2 reviews a year and that's certainly not the only time we give feedback. But we do peer reviews as part of the 2x a year reviews and that's (some of the) new feedback for this person that would be helpful that they've not heard yet.

[Anonymous]

Anonymous wrote:I'm going to go ahead and say this employee, like all of us, know that these reviews are a total waste. I'm guessing they don't care about the annual 1.5% raise either.

It was going to be a lot more than 1.5%.

[Anonymous]

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:Maybe they are busy doing actual work?

I don't think asking for 1 hour (or less, sometimes it's a quick 30 min review) twice per year is a big ask. Additionally, this person could benefit from some constructive criticism based on performance and feedback.

Why are you waiting for the yearly review to give feedback? That’s terrible management.

I never do more than the absolute minimum for these bs yearly reviews. Kudos to her for ignoring you. Maybe you’ll learn to manage more than once a year now.

Coming to post the same thing. Feedback, especially that requires action, needs to be timely, every six months is not.

Is it possible the person has an Outlook mail rule that directs all review emails to a specific folder and missed them? Really silly no one reached out earlier. As a manager, you need to up your effective communication skills, or should you only be told that 6 months from now in your review .