From appraisal to engagement - bridging the disillusionment gap...
I would guess most people reading this have taken part in an appraisal process; further I would predict that many of you have ended an appraisal feeling inspired to achieve high performance – but how often have those agreed expectations either changed or withered within a matter of weeks - resulting in all parties becoming disillusioned?
Managing the promises made during an appraisal is a two way process involving commitment from both parties. However, regular communication is a valuable commodity which can be squandered via “chats and catch-ups”. Good managers find time for all of their people via equitable engagement and commitment. This can start with regular programmed reviews, articulated in a performance agreement, covering:
? Direction and Achievements – Employees need clear direction from their managers on what is expected of them, how much and when i.e. a regular review of performance against expectations and goals. Encompassing a forward look at priorities, challenges and potential developments can cement a two-way dialogue on their performance and how it aligns to the priorities of the business.
? Mutual Accountability – Bad managers set tasks then walk away and hope for the best. Good managers understand that they remain responsible for tasks, projects and meeting expectations and provide regular feedback on performance and shared actions.
? Accessibility: Good managers are approachable and responsive; however despite best intentions managers cannot just drop everything and react. Good managers build in time to ensure a proactive approach ensuring they listen and when an employee encounters a problem, they actively help solve it.
Innovation NE has a record of providing credible and contemporary leadership management and employee development solutions including: full L&D support, competency development, bespoke workshops, 1-2-1 mentoring and executive coaching.
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