Reviews: GYRs
GYRs - Green Yellow Reds - are a simple tool for communication between managers and direct report. They are designed to provide structure to a feedback loop.
GYRs have 3 components:
Green
Areas of excellence. Don't be shy - positive feedback is incredibly important to help people know what's going well. Identify the area, use examples where possible
Yellow
Areas of that have plusses and minuses, are ‘caution flags’ or areas for major growth. Identify the area, use examples where possible
Red
Areas that require more focus. Note that these can either be risk-to-role type of items, or just areas that really should get the most focus if they want to grow in the org. Identify the area, use examples where possible
Some components that help GYRs really work:
Writing a GYR for the employee
Suggestion: write top level bullets first, then fleshing in with examples and refining as you work through. If you are able to start on this a few weeks before delivery, you’ll find it easier to think of things and add stuff as you continue to engage with the employee day to day.
Also, don't forget to ask peers and other managers for input!
Getting Employee Input
GYRs are intended to be a two-way street. Before a GYR, the employee should fill out their own version with information of how they'd evaluate themselves. Knowing where there is alignment across categories is critical to create clear, authentic dialogue.
Delivery of a GYR
GYRs should be presented live (remotely: via video) in a session intended to openly discuss the Manager's GYR as well as the Employee's self assessment.
You may send the GYR before to provide the employee time to review and digest - this tends to enable a more fluid discussion.
Does a GYR come with a raise?
Great question - we believe in ensuring employee happiness, which is about achievement and compensation. To that end, we work to stay competitive at all times with compensation, and make adjustments with growth.
A GYR is not intended to be a milestone for a change in compensation, as the focus should be on performance and alignment. It is a good time for an authentic conversation, and we urge employees and managers to be open and honest with each other about desires and outcomes.
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