Looking Backwards In Performance Management

Performance management… the attempt to maximise the value an employee can create. We have previously discussed the traps of performance management , and why only 23% of employees express a sense of engagement at work. When writing this, we purposefully left one trap out, looking backwards.

Why? Because looking backwards can be bittersweet. Despite many believing we should always look forward instead of reminiscing about our past, if done right, it can become less of a trap and more of a positive. Keep reading to see why.

When it Becomes a Trap

We don’t deny that looking backwards can be a trap – it all depends on the approach. If we only look back to highlight the success, rather than the mistakes, then that reflection loses its value. Whilst it’s important to celebrate the positives, you can only learn so much from them. If you want to continuously improve then you need to take into account the negatives too. That’s where the real value lies.

When putting this into practice, there are a few techniques you can try. One of which is called ‘hansei’.

The Importance of Hansei

Everyone in manufacturing has heard of ‘kaizen’, the Japanese term for continuous improvement. How many of you have heard about ‘hansei’? Strange that we have popularised one but not the other when they go hand in hand. Hansei is the idea of self-reflection, and it’s essential to continuous improvement… because you need to know what you did well and what needs improving.

For hansei to be successful, it depends on the individual question and the maturity of the person managing the team’s performance. It can span back from the very beginning, as early as the interview process. There should be no comparisons here, and you should make sure that you’re taking on that person because of their capabilities, rather than judging them against someone else. Unfortunately, this forms the essence of many performance management schemes, resulting in judgements on scales such as ‘good’, ‘great’, and ‘exceptional’. These scales don’t manage performance accurately and can lead to real upsets in the workplace.

How to Carry out Hansei

It goes without saying, but to perform hansei correctly you need to make sure you’re examining the past and what exactly went wrong. Then you must think about the situation and how it could have been improved or averted in the future. Ensure that someone else is responsible for hansei, and it should always form part of your performance management process, whether it’s on completion of the project or at specific review intervals.

The following structure can be valuable for following hansei:

1. Pinpoint the problem – There’s no such thing as being flawless, so identify what the main issue is.
2. Accept accountability – Make sure the individual holds themselves liable for what went wrong. From this, they can work on areas for improvement.
3. Reflect on root causes – There could be more to the problem than meets the eye, so dig deep and reveal any belief systems, habits or assumptions that may be preventing success.
4. Build an improvement plan – Action all the learnings, then you can stop the same problem from happening again.?

Go Further With The Manufacturing Institute

Our Team Leadership Development Programme has a workshop dedicated to Performance Management, the benefits, the tools you need, reducing bias, and how you can support your team’s development. To learn more about our upcoming Leadership Development Programme then click here , or if you need some extra support on performance management please don’t hesitate to get in touch.

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