Closing the Gap: Enhancing Performance Review Conversations

We found a stark revelation in one of our recent surveys. Of the employees we surveyed, just a third believed their organization's performance reviews genuinely aided their improvement.

This contrasts with supervisors' more optimistic view — more than half of managers believed that the performance reviews they gave were beneficial. This gap underscores the urgent need to align perceptions and enhance the review process to truly drive improvement.?

Scott Robley discussed all this and more in our most recent webinar, which you can watch in full here: https://ow.ly/N9HC50Txglr .

The Role of Feedback & Accountability

So, how can we improve the performance review process? There are a few things we can try.

When giving a performance review, feedback isn't just about highlighting what's wrong. It should be a crucial tool for growth. Effective feedback is tied directly to performance and potential, acting as a roadmap for employees to realize their full capabilities. It should pinpoint specific behaviors and outcomes and provide clear, actionable advice for advancement.

In a culture of accountability, people continually strive to match performance with potential. It's an environment where everyone takes responsibility for their actions and outcomes. When leaders create an accountability culture, they pave the way for genuine improvement and success.

Key Elements of an Effective Performance Review System

An effective performance review system should include several key elements:

1. Frequency: Offer regular performance feedback throughout the year, not just during formal reviews.
2. Employee Input: Involve employees in the review process to ensure it’s a two-way conversation.
3. Focus on Growth: Emphasize development and future goals rather than just past performance.
4. Alignment: Ensure that individual goals align with organizational objectives.
5. Holistic Approach: Consider people’s overall performance, including behaviors, skills, and outcomes.

Making Feedback Safe

One of the critical aspects of delivering effective feedback is creating a safe environment. Safety in feedback means that employees feel valued and that the feedback is aimed at helping them grow, not just criticizing their work.

To create safety, leaders must be transparent about their intentions. They should communicate their intent to help employees become the best version of themselves. This transparency will minimize defensiveness and foster a more open and productive conversation.

Leading with Facts

When providing feedback, it’s essential to lead with facts. This means basing feedback on observable behaviors and outcomes rather than subjective opinions. A simple framework to follow is: Facts, Story, Ask.

• Facts: Share what you observed.
• Story: Explain your interpretation of the facts.
• Ask: Invite the employee to share their perspective.

Understanding the Root Cause of Performance Gaps

To effectively address performance gaps, it’s crucial to understand why they exist in the first place. This involves looking beyond the surface-level symptoms and identifying the underlying causes. The Six Sources of Influence model can be a helpful tool in this process:

1. Personal Motivation: Do they want to do it?
2. Personal Ability: Do they have the skills and knowledge to do it?
3. Social Motivation: Are they encouraged or discouraged by others?
4. Social Ability: Are they getting the help and resources they need from others?
5. Structural Motivation: Are the right rewards and punishments in place?
6. Structural Ability: Are there environmental or systemic barriers?

Building a Supportive Feedback Culture

Ultimately, the goal is to build a supportive feedback culture where performance reviews are not just formalities but are seen as valuable opportunities for growth and development. This requires a shift in mindset from both leaders and employees.

Leaders must commit to providing regular, constructive feedback and creating a safe environment where feedback is valued and sought after. On the other hand, employees should consider?feedback as a tool for their development and take an active role in the feedback process.

Together, we can improve the performance review process one discussion at a time.

Crucial Insights Vol. 7

Written & Edited by Jenna Weber, Brittney Maxfield