How To Take The Pain Out Of Performance Reviews
The Painful Approach
For many years, "performance management" was of an annual event dreaded by
both the management and the workforce. For a week or two every year the manager
would virtually isolate himself and ponder the stack of review forms staring
him in the face. Chances are there was very little data tracked, so he'd
try to rack his brain for the past year so he could "evaluate" his employees.
In the meantime, a silent tension was building within each of the employees.
Always anticipating a "surprise", they had no idea what to expect. After
all, "how far back could the manager remember?" and "what will he remember?" Regardless
of the outcome, everyone would breathe a sigh of relief when it was over.
By Lora J Adrianse
It's Different Today
Today more than ever before, the entire performance management process
is in the spotlight. Companies need factual, reliable systems to make
tough business decisions. Performance management data is being used not
only to measure individual performance, but also to measure benchmark
strength, the potential human capital, and the performance of segments
within the company. It's all crucial today, and it's here to stay.
The timing is perfect for managers to optimize performance review processes
and engage each employee in the process.
The Possibilities
Imagine what it would be like if the annual performance review process
transformed into an annual strategy session. No tension, no getting blindsided
and no negative energy. A time for the manager and employee to come together
to reflect on the past year, formally acknowledge accomplishments, strategize
development opportunities and identify goals. Yes, there would still be
a fair amount of time involved, but wouldn't it be worth it if both the
manager and the employee could walk away feeling good about it?
Creating a partnership approach to the performance review process not only
produces powerful results, but also empowers employees. By proactively
contributing to the process, employees feel more in-control, and are motivated
to perform better and achieve more.
How To Create A Partnership Approach To Performance Management
The First Ground Rule
As with most new processes, communication is the essential factor that
can determine the success or failure of your initiative, and especially
a change. So, the ground rule is, communicate openly, honestly, often,
and completely.
Getting Started
Start with communication to your team. Tell them what, why, and especially,
what's in it for them. Then schedule a series of meetings with them to
work through the details as suggested below. It's extremely beneficial
to get a volunteer to document the outcome of each meeting. After the meeting
send the document back to the group to confirm and/or clarify agreements.
Establish Shared Understandings
Establishing shared understandings and agreements takes the guesswork and
assumptions out of the performance review process.
Work with your team to create a list of performance management criteria
that needs to be understood by all. Some examples:
- Definitions of each performance competency
- Definitions of rating scales or systems
- Performance standards
- Success indicators
- What will be measured
- How it will be tracked
Create Support Processes
Creating support processes will become nucleus of the partnership approach.
In other words, the support processes you create with your team become
their critical opportunities to contribute to the process.
Again, work with your team to create the processes that will support your
performance review process. Some examples:
- Weekly or bi-weekly meetings to discuss progress, roadblocks, etc.
- Monthly, quarterly or semi-annual reports to track accomplishments, progress,
etc.
- A proactive ongoing feedback process - both employees and managers actively
seek feedback regularly (what's going well, what can go better, what needs
to change)
- A year-end process for compiling the information and planning for the
annual strategy/review discussion
- A self-review process for employees - managers can request that self-reviews
are submitted before the manager writes the review.
Integrate The System
Now, put your process in action. Think of your "shared understandings" as
your guide to performance standards and measurements. Your support processes
are the tools you use to gather and compile performance data. Now, all
you need to do is to integrate the information into your performance management
system and schedule the actual review meeting.
Reflect And Improve
At the end of each performance review cycle take time to get feedback from
your team. It's as simple as scheduling a meeting or sending an email.
It's a great time to review your shared understandings and support processes.
Here are some questions to ask about the process:
- What went well?
- What could have gone better?
- What needs to change?
In Summary
When it's time for the annual performance review process both employees
and managers have plenty of factual information, will already know how
they're doing, and best of all, will have established relationships and
rapport.
The annual strategy/review discussion becomes a time for the manager and
employee to come together to reflect on the past year, formally acknowledge
accomplishments, strategize development opportunities and plan for the
upcoming year. And best of all, the painful surprises have been eliminated.
Lora J Adrianse is the owner of Essential Connections. She is a Coach, Consultant and Facilitator who specializes in the development managers and business owners. She recently left a long-term corporate career to focus on her passion for helping others bring out the best in themselves through the use of Emotional Intelligence. She can be reached through her website www.connectionscoach.com
