| When you ask employees about their impressions of | | | | being viewed a bureaucratic process over which they |
| Performance Management processes, the answer is | | | | have no control, employees own their own |
| invariably negative or neutral. It's not often that the | | | | performance and contribute equally to the discussion |
| process is positively endorsed by those who use it. So | | | | about performance levels and results achieved. |
| where are we going wrong? | | | | 3. The annual review is the prime focus |
| As managers, we know we need a management | | | | If PM consists only of an annual or bi-annual review, |
| system of some kind for all the components of | | | | the business is really missing the point. Reviews are |
| performance: | | | | useful checkpoints, but PM occurs 365 days a year. |
| • getting people to work on things that will | | | | When review time comes around there should be no |
| help the business achieve it's goals | | | | surprises. And I mean none. If there is, the manager is |
| • identifying and overcoming obstacles that | | | | not doing their job effectively. Any performance issues, |
| might prevent success | | | | or comments about achievement, need to be given as |
| • understand and checking our progress | | | | they arise, not saved up for discussion 3 months later |
| regularly | | | | in a review. |
| • giving people a forum for talking about what | | | | On this basis, the review becomes more of a |
| they are doing and how it's going | | | | confirmation of what each party already knows. This |
| • providing the appropriate checks and | | | | shouldn't take long to go through, leaving plenty of time |
| balances | | | | to discuss development needs and new opportunities |
| • recognising and rewarding performance | | | | (see next point). |
| I believe there are 5 fundamental reasons why | | | | 4. Not enough attention is given to the future |
| Performance Management is not viewed positively. | | | | In many cases the entire review is spent dissecting the |
| 1. Reviewers don't have the skills or confidence to give | | | | previous 12 months. Objectives and goals do need to |
| feedback appropriately | | | | be valuated and measured - don't get me wrong - but |
| Giving feedback constructively is a learned skill. | | | | the real value of a review lies in the discussion about |
| Unfortunately for their team members, many | | | | the future. |
| managers haven't had any training or support in | | | | What skills will the employee need to develop to |
| learning this critical skill. So when it comes to review | | | | become even more effective in their job? What |
| time, feedback is either: | | | | work-related challenges can they get involved in that |
| 1. blunt and delivered with no thought for the impact or | | | | will grow them beyond where they are today? How |
| consequence, | | | | can the business utilize their strengths in other areas? |
| 2. not provided at all because the manager wants to | | | | What gaols do they want to set themselves over the |
| avoid disagreement or conflict, or | | | | next 12 months? How can the manager help them |
| 3. is given in such a wishy washy way that the | | | | achieve these things? |
| reviewee actually misses the fact they are being given | | | | It's this focus on future development and opportunities |
| feedback! | | | | that energizes people, makes them feel valued and |
| This is one of the most critical capabilities a manager | | | | keeps them engaged with the business. |
| can have, with far-reaching positive or negative | | | | In an ideal world, reviewing past performance and |
| consequences. Providing ongoing coaching and support | | | | discussing future skills and opportunities will take equal |
| should be part of the approach to managing | | | | time in a review. |
| performance. | | | | 5. There is no follow-up |
| 2. Employees don't see Performance Management | | | | This is the credibility killer. All throughout the |
| (PM) as a 2 way street | | | | performance year, managers will make commitments |
| Is PM something that is 'done' to employees, or is it | | | | to take actions and follow-up. If this doesn't happen, the |
| jointly owned with equal responsibility between the | | | | whole process loses integrity. Once employees |
| reviewer and the reviewee? | | | | experience this firsthand, it's a long road back. |
| Imagine a review session where the employee turns | | | | Commitments must be upheld, and managers and |
| up having evaluated their own performance, provided | | | | employees equally need to be accountable for their |
| examples of how and when they achieved each | | | | part in this. |
| objective, had references from other people about | | | | Getting employees to think about Performance |
| their attitude and behaviour, and already had drafted | | | | Management as a positive process that adds value is |
| some challenges they wanted to work on in the next | | | | the goal. This only happens when the managers have |
| 12 months. When ownership for the process lies with | | | | the right skills, the business adopts an ongoing |
| the employee, this is the result. | | | | approach that consists of much more than annual |
| Getting to this stage takes time. The business needs | | | | reviews, when commitments are made and kept, and |
| to consistently communicate expectations and help the | | | | when employees own the process equally with |
| manager's adapt to the new positioning. Instead of PM | | | | managers. |