What do you do if your performance evaluations aren't fostering a positive culture change in the workplace?

Culture is defined as a "groups preferred way to think and act". Culture and change are initiated and sustained at the top of an organization. When business necessity dictates a culture change is needed it must be fully and unequivocally supported at the top. Behaviors are values made visible. The values of an organization must be re-examined to ensure they are still driving the desired behaviors. If not, then they must be replaced in full or in part. Values are the moral compass of an organization. Linking them to the vision, mission and strategic business plan ensures continuity and clarity throughout the organization. Finally, link key elements of the desired culture change to performance evaluations and incentive compensation.

Culture=your people. People provide the capacity to deliver strategy. Culture change should focus on increasing your capacity to deliver. I define culture as "Groups of diverse people that come together to co-create mutually beneficial practices that bind us in delivering shared purpose" I find this dynamic & helps guide thought. Often our clients desire culture around a lack of engagement. The majority of organisations have the talent/knowledge they need. Goals should be to improve the way we connect on purpose to purpose, improve the mutual benefit (or meaning) we get when interacting and working together. If you already have the talent, the goals should focus on connection, relationships and the willingness to support each other.

I drove the 5yrs strategic plan for Kenya Power and the plan started with the vision and mission of the organization down to the basement. Everyone understood the link both vertically and horizontally hence with continuous research internally on key matrices of culture change you are able to see areas of effort .For example loyalty index ,communication index ,Safety index

It advises revising evaluation criteria to align with desired cultural values, offering constructive feedback to employees, and promoting open communication channels to address concerns and facilitate improvement effectively.

When employees are included in an organisation's strategic decision-making process, there are more chances of having a culture change. This is very much the approach of a Bottom-Up approach.

En primer lugar el feedback en Latam debe cambiar la connotación de negativo. Y los criterios que se deben deben ser sustentables en la realidad y no en suspensiones o preferencias personales, ademas si es un feedback para mejorar quien lo entrega debe tener y ser ejemplo de lo que pide o poder ense?arlo, adicional proporcionar un entorno empatico y también reconocer lo positivo. La brecha no se cierra solo por dar feedback, se cierre al tener un ecosistema incluyente, de apoyo y sobre todo de ejemplo.

If evaluations are not fostering a positive culture change in the workplace, it's crucial to reassess the evaluation process. Start by incorporating feedback mechanisms that allow employees to voice their experiences. This feedback can provide insights into how evaluations might be improved to support a positive culture. Redesigning the evaluation criteria to emphasize not only individual achievements but also collaboration, innovation, and contributions to the company's culture can encourage behaviors that align with cultural goals. Additionally, training managers and evaluators to deliver constructive, balanced feedback can help create a more supportive and motivational environment.

Make sure employee values are built into the criteria you use to uphold those of the company, or people will not buy into your process developments. Everyone has to see benefit in change or they will not be motivated to invest in it.

Check if the criteria being used to evaluate employees are aligned with the organization's values and goals. If they're not contributing to a positive culture, they should be revised. It is important to shift the focus of performance evaluations from solely assessing past performance to employee development and growth. This can help employees feel more valued and motivated. Explore alternative methods of performance evaluation, such as peer reviews, self-assessments, or continuous feedback systems. These approaches may be more effective in promoting a positive culture change.

This one is not easy. What is to be evaluated must come from the position description, strategic business goals, and individual incentive compensation targets. There should also be a behavioral component which should reflect the desired behaviors of the new culture. If real change is the objective then the behavioral goals should have equal weight to the business goals. 360 Degree assessments are ideal for mid-level managers and up; all the way to the C-Suite. Be sure following any evaluation or 360 that a clear development plan is created.

Innovative evaluations involve the employee structure. The biggest change organisations now have to make is to trust each other from grass roots to apex. Leaders have a tendency to feel they deserve trust, without feeling the need to trust subordinates. A sustainable evaluation system relies on honest, transparent contributions cross-culturally and without a foundation in this respect, collection and analysis of data is as good as useless. Good people are the bedrock of a company - they are always there, and will help foster a positive culture by acknowledging its achievements.

I have seen employees more willing to accept change and more motivated when they are involved in any process. They also feel more empowered and accountable for their actions and act in the best interests of the organisation.

Foster a culture of open communication where employees feel comfortable sharing their concerns and ideas for improvement regarding the evaluation process. Gather feedback from employees about their experience with the evaluation process. This can provide insights into areas that need improvement and help identify any issues with the current system.

Change is not easy and does not happen with the snap of a finger nor overnight. Contrary to popular lore people are not afraid of change. They are afraid of the pain associated with the change. On a micro level leaders must find the pain point of each team member before he can assist in the acceptance of the change. On a macro level the C-Suite must find every opportunity to reinforce and celebrate achievements that move the needle toward fulfilling the culture change. This includes leading by example which is by far the most important thing C-Suite and other executives can do.

Continuous improvement is a method of managing change that accepts Uncertainty and Evolution as part of the structure of the company (as of the Universe). There is no limit to improvement, as it runs concurrently with social forces and market trends. An engaged workforce ticks all the boxes on the left, while leaders who are engaged with positive cultural principles will ensure that sustainable motivation builds from recognition and reward.

Recognition and reward is very important to maintain the new culture that has been implemented. If not done, employees will be dishearted and revert to old styles and ways.

Transparency , engagement and fairness are the key hallmarks of marks of a ribut performance evaluation system. It is not a one way street nor a one time event but an ongoing handholding to support and help employees to improve themselves

Transparency , engagement and fairness are the key hallmarks of marks of a ribut performance evaluation system. It is not a one way street nor a one time event but an ongoing handholding to support and help employees to improve themselves

Be sure the performance rewarded and recognized is aligned to the company values and vision. Communicate clearly and visibly, providing rewards specifically related to acknowledging those who champion and demonstrate behaviors aligned to the company’s culture.

To enable leaders to carry out performance evaluations that encourage and support a positive culture transformation in the workplace, provide training on effective feedback delivery, set clear performance goals aligned with the organisation’s values, foster open communication channels, and recognise and reward employees for their contributions to the cultural shift. By empowering leaders with the necessary tools and support, they can drive a culture of continuous improvement and engagement within your organisation. ???

Performance evaluation always needs to align to evidence and demonstration of actual organisational values, behaviours and goals so it’s important to check in with employees and customers to see if these are current, relevant and meaningfully reflect who you are as a business. Evolve where you need to and share the why and how to set expectations that are realistic and have evidence points. Next, it’s important to ensure that work and workload aligns to what you’re saying is important and gives employees the chance to demonstrate what you’re asking for. Provide guides on real life evidence that meets criteria and the outcomes of these. Evaluate your evaluation and changes to it to check that the changes have the desired cultural impact.