| Responses | Date | Author |
I think it really depends how the review is conducted. With my clients we introduce this as a way for the employee to have the opportunity to tell there story. Talk about their achievements and how they got there and then address any challenges and concerns. Then through open ended questions to them, allow them to come up with solutions and objectives. However if there is a concern about there performance, it is done in a way that one asks questions to clarify the situation, and come up with objectives and deadlines together. Once the employee feels this is part of a building process with hope and more optimism, they are less likely to get reactive/defensive or discouraged. The employee does 80% of the talking.
Great time to bond and grow!!!! |
| 18/02/2015 | Tasneem |
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Thanks Clare - that's sort of where my thought were heading. One more question, has anyone out there read the book "the man who cured the performance review" and implemented the process (or a revised process based on this)? Carol |
| 06/02/2015 | Previous |
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Hello There - we have taken quite a different approach to appraisals. I agree that a long winded, heavy on paperwork, graded appraisal adds little value. In fact my experience is that managers find it a burden and feel as if they are sitting in judgement with little payback in terms of increased engagement and performance. Employees have had negative experiences, felt demotivated at times and in fact often see it as their 'annual telling off' (Of course some of this is down to the skill and qualities of the manager). Last year we introduced the approach of having a 6 monthly formal conversation, with the focus being on the employee doing most of the talking and the manager listening and responding. We call it a Personal Update. If the employee wishes to prepare before hand they can and we give them a format for this. They don't have to and they do not have to give the manager anything in advance. On the day the format is review of the past 6 months, discussion of what is currently going on and plan - what is your focus for the next 6 months (with 3 specific actions) and what support/training do you need. This is written up on a short bullet point 1 page document for a record. This has gone down really well with our workforce of about 480 people who range from mechanics, to valeters, to sales, to customer service, management and functional support teams. |
| 05/02/2015 | Clare |
I think it's important to realise that there is no decent research evidence anywhere that appraisal adds any value at all. There is some evidence that it diminishes performance. Companies such as Adobe have recognised this and no longer carry out appraisals.
I would seriously ask you - and anyone else - if they can explain how appraisal adds value? Cost v benefit? If it's not possible to to do this - why do it?
There's a short article I wrote about this on LinkedIn which you can read here: https://www.linkedin.com/pulse/20140617143013-59274906-performance-appraisal-keeps-on-going-why?trk=prof-post
which also fits in with the one published in January's Training Journal. We need to get back to a strong culture of management performance accountability - results not systems.
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| 02/02/2015 | Clare |
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Thanks for the responses to my question. We struggle with getting people to complete the process and appraisal is seen as pretty much a tick box exercise. Many meaningful conversations take place outside of the 6 and 12 month cycle (and many don't!)so I want to find a better way to encourage managers to have more conversations, but make it less onerous a process! |
| 02/02/2015 | Previous |
Hey Carol
I have to agree with Aine. Appraisal are usually a big surprise to many employee which is why there is so many issues/problems with them. your people need to know where they are and how they are doing against expectations frequently. There is nothing less valuable than telling someone they are off track and have been for months. A year end appraisal or assessment should be the final step in a year long process of updating staff as to how they are doing. |
| 30/01/2015 | John |
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Hi Carol, driving a high performance culture should be a continuous process where managers/leaders really engage and connect with their teams on a regular basis. If the goals and deliverables are clearly defined - regular one to one and team interactions should be occurring where individuals and teams should have the opportunity for open and honest dialogue and feedback. The once/twice yearly appraisal process is a tick box exercise and if managers/leaders were driving a true high performance culture I would argue they wouldn't be needed. Even where pay is linked to performance these tick box exercises shouldn't be needed. I would recommend more focus on peer review and feedback, team review and feedback, 360 feedback process for managers and leaders (we know the more senior someone goes the less honest feedback they get) - to drive behavioural change at individual level and identify areas for improvement/development. I realise some of these last recommendations may work better in a knowledge organisation for example but I believe driving a high performance culture and ensuring regular open and honest dialogue and engagement with managers and teams/individuals can be achieved in any organisation. Hope this gives you a little food for thought. Best wishes. |
| 28/01/2015 | Previous |
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Hi carol, I'm in the military and I do 3 monthly appraisals. It's a two way affair and I give my subordinates the opportunity to ask questions, comment on anything I have written and give feedback. When it comes to their 6 monthly appraisal they are under no illusions as to what is expected from them. The 3 and 9 month appraisals are brief and less formal, which enables them to speak more freely. This works for me. Regards Andy |
| 28/01/2015 | Andy |