Episcopal Church Foundation Vestry Papers - for leading congregations

This morning I took the cats to the vet. Not my favorite thing to do, as my two cats are experts at eluding capture. Yet, over time I’ve learned ways to make ‘herding the cats’ into their carriers an easier task. I haven’t, however, figured out a way to keep them from crying and moaning from the minute they are shoved into the carriers until the car stops in the vet’s parking lot.

I prepare for the trip by reflecting on the cats’ behavior; listing what’s going well and areas I’m concerned about. Once there, I share my questions with the vet and together, we devise a plan for addressing any concerns. The cats get their shots; I know whether or not I should be concerned about Francisca’s weight, and try to remember to be on the lookout for any sneezing or wheezing from Edelweiss.

Returning home, the cats get released, the carriers put away, and I’m grateful that I didn’t put off this trip to the vet and now don’t have to think about it until next summer.

An annual task that often gets put off is annual performance reviews. During the many years I supervised staff, the annual review was part of my responsibility yet, like many supervisors, I found that it usually took one or more reminders from the human resources director to get them completed by the deadline.

Why is this? I appreciate the value of providing feedback on a regular basis and using it as a way to guide behavior and performance in ways that work towards achieving common goals. I’ve had the privilege of working for organizations with established performance review processes that included goal setting and measuring achievement towards goals where employees complete a written assessment of their performance and then review it with their supervisor. I understand the value of celebrating successes along the way as well as the importance of addressing areas of concern early and working together to explore alternatives.

I expect my reticence is due to that aspect of human nature that causes us to avoid things we fear might be somewhat unpleasant or uncomfortable.

Over the years, I developed some strategies to make the process easier. Recognizing that completing performance reviews was not my favorite task, I learned to schedule review meetings with my department staff soon after receiving the first notice from HR, and set aside time in my schedule to reflect on each person’s performance prior to that meeting. I’ve also found having up-to-date job descriptions, setting annual goals, and meeting regularly with staff to review progress towards goals all help provide a framework for the formal review process.

Does your congregation have a practice of annual performance reviews? Do they include both paid staff and volunteers? Who conducts the reviews? Has having, or not having, a formal review process helped or hurt your congregation? How?

What successful strategies or resources might you share with other congregations looking to institute, or change, their annual performance review process?