Performance reviews are essential for evaluating and improving employee performance, but they can also trigger stakeholder resistance and conflict. How can you manage these challenges and ensure a smooth and productive process? Here are some tips to help you.
Understanding why some stakeholders may resist or oppose the performance review process is the first step. Common reasons for this resistance could include fear of negative feedback or consequences, lack of trust in the reviewer or system, misalignment of expectations or goals, conflicting interests or agendas, and lack of involvement or communication. Once you identify the sources of resistance, you can tailor your approach to address the specific concerns or needs of each stakeholder.
First thing first, HR needs to know the strategic goals that will be cascaded down and how the employees would be assessed. Define the metrics as clear as we can, and sit together with the key leaders. Explain more about performance-based review without tagging to personal matters. Don’t forget to train the stakeholders for using the system and expect them to also train their team. Don’t hesitate to support our stakeholders when they face challenges for deciding the suitable metrics by reminding team’s performance results.
The second step in the performance review process is to engage and involve stakeholders. This can help to build trust, rapport, and commitment, while also reducing anxiety and resistance. To do this, you should communicate the purpose, benefits, and criteria of the performance review. Additionally, you should solicit feedback and input from stakeholders on the process and outcomes. Keeping stakeholders updated with regular reminders on progress and timelines is important as well. Recognizing and appreciating stakeholder contributions and achievements can also create a sense of ownership and accountability. Finally, encouraging dialogue and collaboration among stakeholders can foster a positive and constructive culture.
Ideally performance review is not only what written in our system, but how the leaders communicate their expectations to the team. Regular one-on-one sessions is one of the way, so we can maintain the results objectively. For some, this conversation might challenging and it’s HR time to facilitate or bridge at the first time. Support by providing them guidelines to be used for the conversation and don’t forget to follow up.
The third step in the performance review process is to address and resolve any conflicts that may arise. Conflicts can have a negative impact on the quality and effectiveness of the review, as well as on the relationships and morale of the stakeholders. To address and resolve conflicts, you should listen actively and empathetically to stakeholder perspectives, acknowledge and validate their feelings, focus on facts rather than opinions or assumptions, seek common ground, negotiate a compromise, and strive for mutual understanding. By doing this, you can prevent escalation and damage while enhancing trust and respect among stakeholders.
Active listening is indeed a valuable strategy in conflict resolution, especially during performance reviews. The other strategies for conflict management are: Empathy and Understanding: Put yourself in the other person's shoes. Seek to understand their perspective and emotions. Clarification and Summarization: Clarify points to ensure mutual understanding. Summarize discussions to highlight key takeaways. Solution-Oriented Approach: Focus on finding solutions rather than placing blame. Constructive Feedback Exchange: Provide specific and constructive feedback. Remember, the key is to create an environment where employees feel heard, supported, and empowered to contribute to their own professional development.
The fourth step is to provide feedback and support to stakeholders during and after the performance review process. This can help to reinforce and improve performance, as well as motivate and empower stakeholders. You should give timely, specific, and constructive feedback on strengths and areas for improvement, linking it to goals, expectations, and standards. Additionally, it's important to provide positive reinforcement and recognition for achievements and efforts, as well as offer guidance, coaching, and resources for development and growth. Finally, follow up and monitor stakeholder progress and performance in order to facilitate learning and development, as well as increase satisfaction and engagement.
The fifth step is to evaluate and improve the performance review process. Doing so can ensure the relevance, validity, and efficiency of the process, as well as identify any issues or gaps. To evaluate and improve the process, collect feedback and data from stakeholders on the process and results. Then analyze the feedback and data to assess strengths and weaknesses. Identifying and prioritizing areas for improvement and innovation is essential, followed by implementing and testing changes and enhancements. Finally, it’s important to communicate and celebrate the improvements and achievements. Evaluating and improving the process can optimize it to ensure continuous improvement and excellence.
"There is no single best performance management process". No matter how great we design it, there will always be a complaints, feedbacks, inputs, etc from our users. Hence we need to evaluate regularly and improve the process on the next cycle - or even directly on the current cycle if possible. So we need to be ready to hear feedback from our users, and iteratively improve it one by one. Yes it might be painful at the beginning, but as long as we can make Management Team understand about this, we will have full support to improve the process. Because in the end Performance Management is not about HR process; it is about the whole organization - including the leaders and their team members.