About eight years ago, Bob Fleming, of Classic Remodeling & Construction, in Johns Island, S.C., decided that it was time to make his employee review system more disciplined.
“We weren’t good about scheduling reviews, and employees were going too long without getting any feedback,” he says.
So Fleming implemented a strict review schedule: New employees would receive evaluations at 90 days, 180 days, and then annually thereafter.
Finally taking the time to listen to his staff, Fleming was surprised by some of the things he heard. “I learned that my communication with employees wasn’t great,” he says. “I had my hand in too many things, and I had to learn to step back and let people do their jobs.”
Fleming uses several forms when reviewing employees, including self- and peer-evaluation forms, but it’s the form shown below — in which employees and managers voice their praise, concerns, and goals — that has opened up the most useful dialogue between management and employees.
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