Performance management conversations and appraisals are nothing new but do the traditional processes really help boost your team’s performance?
A few of my clients have recently asked me to help develop a more effective framework for enabling higher levels of performance across their organisations and this work has typically seen us move away from annual processes, form fillings and performance ratings. So, what does an effective performance process really look like?
It happens frequently. We can‘t expect our teams to develop and grow with out of date feedback that is given once or twice a year. Giving real time feedback and coaching your team using real time examples works to help people improve and change behaviour, but also to positively reinforce what they are doing well.
It’s dynamic. Organisations are constantly changing, and it is unlikely that a static objective set 12 months ago can be discussed in the same context 12 months later. Checking in on progress against individual performance, understanding any barriers to achievement and adapting that to the needs of the business over the course of the year is far more likely to achieve results.
It’s collaborative. Traditional processes are often designed to focus on a hierarchical review of performance that often includes a performance assessment and rating. This often means that employees feel that the opportunity for a meaningful two-way conversation is limited, and they don’t have the chance to speak openly about their ideas, aspirations, or concerns. Reducing the formality of performance processes helps open up better quality conversations about the things that really impact and boost your team’s performance.
It’s forward looking. It is important to review what has happened, but only so that we can learn and improve going forward. Effective conversations focus on the things that are needed for success in the future and will focus on the need for development and growth.
It’s all about a great conversation. A fancy form will never help you improve your team’s performance. The more complex the process, the more likely it is that you will focus on which box you are ticking rather than the content of the conversation and feedback you need to give. Guidance and preparation are always recommended and having some strong probing questions and examples of performance to discuss is essential, but the emphasis should always be on the purpose of the conversation, not the process that facilitates it.
These principles can help guide you in your review of your current processes and assessing what it is that your organisation needs. You may not be ready to let go of your current structure completely, but you should always ask yourself what value your current processes really give you and whether you could do things differently to achieve different results. If you are interested in discussing your performance processes further and want to look at doing things differently, give us a call for a free consultation to see how we can help.