Preparing for a Performance Ap'Praise'l

I have got to the stage of deep dislike for year end appraisal process. No one likes it (neither employee nor the manager), and HR has the busiest time ever to make it look absurdly objective and strategic! However, whether we like it or not, these conversations do get tied down heavily to increments, bonuses and ratings. Therefore, while we can hate the process, we definitely can't ignore it!

Googling “How to prepare for a performance appraisal” throws up 27.5 billion results for the D-Day advices, and ALL from an employee perspective. Ask ChatGPT and you get reams of instructions, again the lens being how an employee should/ should not prepare for the discussion. However, there is zilch mention of any do's and don'ts for a Manager (it's all about the employee?!). Cut to the real world, in most situations the responsibility for having a good performance appraisal discussion- preparing for it, collecting performance data points and dealing with the emotions of it, is with the employee (after all it's her rating and increment at stake!). The manager at best participates in the appraisal meeting (hopefully there is one) with the mind-set of slamming the hammer and declaring the final verdict (a.k.a rating)! The manager (on behest of the HR team's KRA) simply wants to get done with appraisals ASAP, and move forward to win other important business battles. Unfortunately, the scars left by an ill-prepared, insensitive performance discussion sets the team up, and ultimately the manager, for more failure than wins.

However, some rare, well conducted appraisal reviews that I have been privy to, have had the power to leave both the manager and the employee, feeling energized, inspired and positive about achieving more together. Managers who role modelled great performance discussions displayed certain specific characteristics Vs those who did not. These role model managers essentially came into the appraisal discussion holding multiple perspectives about my work, applauded me for my successes, objectively called out behaviors that could derail me or my team’s performance, and more importantly, encouraged me to have an open conversation on my performance. And they did all this while neatly tying it up to the larger business and team outcomes that I contributed towards. This may seem like a lot to accomplish in just one conversation, but with little preparation and a structured approach it is quite possible for any manager to create this meaningful experience.

Role model managers came in for the meeting holding multiple perspectives about my work, applauded me for my successes, objectively called out behaviors that could derail me or my team’s performance, and more importantly, encouraged me to have an open conversation on my performance. And they did all this while neatly tying it up to the larger business and team outcomes that I contributed towards.

PRAISE is the framework that boils down what role model managers do well in appraisal discussions with their teams. It is a simple 6 step algorithm that nudges the manager to be employee centric, hold positive intentions and engage in a wholesome conversation during the appraisal discussion, as detailed below:

P - Prepare : It always starts with the good old preparation. Prepare for the review by collecting data on the employee's work quality, productivity, and achievement of goals, and interpersonal skills. Make notes to structure your thoughts as much as possible.

R - Respect : Show respect for the employee's work, effort, and dedication. Irrespective of outcomes...yes that's right….Irrespective of whether you see her successful or not. Show it in your words and body language!

A - Appreciate : Appreciate and acknowledge the employee's contributions, successes, and accomplishments. Pick up at least 2 areas where the employee did well, and be generous with your appreciation. Get the amygdala function out of the way and see the magic happen!

I - Improve: Identify areas where the employee can improve their skills or knowledge to reach their full potential. Pick at least 1 area and talk about it with examples. If you have done the first three steps of PRAISE authentically, then this one should be simple. Be rest assured that the employee wants to hear her improvement areas. Don't need to beat around the bush!

S - Structure a development plan: This is the best time to sow the seeds for future development. Collaborate with the employee to structure a plan with specific actions and timelines, including future rhythm of development catch-ups. This can be the best gift you can give an employee, sometimes even more than the increment!

E - Empower: Empower the employee with clear goals for the future, and commit resources, support, and opportunities to achieve their goals and maximize their potential. Simple question to ask the employee is “What do you expect from your manager, to be your best at work?”

Managers have always been accountable for performance. A small shift in how appraisal conversations are conducted, can truly raise the team's inspiration levels, instill trust and create higher performance. This season let PRAISE enable this shift!