Don't neglect performance reviews

Weekly performance reviews play a huge part in team moral and business growth, says salon consultant, Mary K Roberton. The more senior you become the less you receive praise or feedback on how to improve, particularly if you are the business owner, but it is important to remember how empowering and motivating this is for your team. Fundamentally everyone wants to be doing well at their job, and so even the smallest gestures of thank you at the end of each day go a long way. Here are some tools to help you get the best out of your performance reviews:

• If you have scheduled a meeting with a team member, or they know you intend to catch them at the end of each week, never miss this — it can be the loudest way of indirectly saying you don’t care. The meetings are in place to motivate, so by discarding or rescheduling, or simply not being consistent, can be one of the most demotivating management faux pas. You never know what a team member may want or need to talk to you about.

• Job descriptions are a key management tool. Develop quarterly goals tailored to each member of your team and document your required minimum: rebooking percent, retail value, client count, company service standards, treatment services, appearance, time management, plus anything and everything that is personal to how you want your team to perform for your company. Introduce this in your first review, make sure they thoroughly understand and are in agreement, and have them sign it. You have now set very clear expectations, everyone knows where they stand and what’s required of them, and you also have a great point of reference to refer to each week.

• At the end of each quarter have a more in-depth review where their job description and previous three-month performance is assessed. If they have exceeded their goals, set in place a new agreement with increased performance levels. Step by step your team will grow to where you would like them to be.

• Think about putting a quarterly bonus in place for those that go above and beyond. Adding an additional incentive is always encouraging.

• The goals need to be personal to each individual, and achievable. These should be based on their last three-month average figures. If the goals are too high, it is likely they will feel defeated before they even get started. Manage and support them step by step, and when you get 6 months down the line you will find everyone to be in a stronger position.

• Not every team member is capable of setting the world alight, so be realistic about your expectations, and be happy with their progress and effort, however great or small.

• In order for them to be consistent, it is paramount that you lead by example. Key is your consistency with new systems and when putting plans in place.

• Leave a blank space in the goals section of their job description for them to add at least one personal goal. It may be a new car, a bag they really want, or a holiday — look at how they can reach that goal and help them put a plan in place, break it down in to monetary terms. It might even be that their personal goal is something along the lines of wanting to get fit or learning an instrument. Whatever the goal, each day show an interest and encourage your team. If you have their back, they will have yours.

• Talking in %s can be baffling for the team. Talk instead in pounds, show them this is what you will take home if you do x, y, and z. This is much more tangible for them.

• Every team member is an individual and, although you may be delivering the same message, you have to deliver it very differently for each person. Understand which buttons to press, and this will help you get the most out of your team.

• You don’t have to wait until the end of the week to review — if you see something great happen, or something that could be improved upon, address it straight away. Your team must be monitored daily. This will help keep them on track so that when you do sit with them at the end of the week they will feel they have had the support needed to get good results.

• Don’t be afraid of silences in your reviews — if you ask a question that is uncomfortable for them, be quiet and wait for them to fill in the gaps. Same goes if you ask them if everything is okay, you will often get a yes, and quite often that yes is an easy way out of them talking about any issues they might have. Always make sure they feel heard and take the time to dig a bit deeper.

• Finally, we would suggest reading a book on body language. This will be an invaluable tool for you, and assist you in being able to read and manage your team brilliantly.

If you put all of the above in to practice and maintain this system week on week, it is guaranteed that you will see results almost instantly. With continuity those results will only get better over time and this will make your job easier and build a happy and productive team. Mary K Roberton is founder of Successus professional salon consulting services, which she says  will take you and your team on a journey of learning and development. Together we will implement and maintain fresh ideas, revitalising your business and taking it to the next level. Image: Shutterstock