REMOVING THE PAIN THAT IS THE DUSTY, OUTDATED PERFORMANCE REVIEW

Unfortunately, most organizations see the job review as a tick-box process to be done once a year.

And most Leaders and Managers are unsure how to make a performance review a personalized employee experience that is

-??????? Connected

-??????? Meaningful

-??????? Enjoyable (yes this is possible)

WHAT ROLES DOES IT NEED TO PLAY NOW?

The traditional performance review now needs to become a two way, holistic check in that considers all elements of a person’s workplace reality.

Not just what and how they have delivered in the role. Within a certain time frame.

The typical role review is seen as something to fear and not trust and once undertaken, it can lead to a sense of disappointment and uncertainty largely for the employee.

But also, for the Leader or Manager having to conduct the review.

It’s also got a style and manner that is reminiscent of the industrial revolution.

No longer fit for purpose and the people it needs to be of value to.

CHANGING THE NARRATIVE AROUND PERFORMANCE REVIEWS

Part of adopting a collective organizational development (OD) approach is to connect key organizational functionalities – a key one being the ongoing growth of employees.

To develop a holistic approach to end to end employee development, it’s essential to take a critical assessment of the current performance review process.

Or the experience as I refer to it.

There are 8 key areas to integrate into the experience to change the current narrative relating to the traditional performance review.

AREA 1

Adopt a creative and entrepreneurial approach to the style and manner of the review.

For it to be beneficial it

?-??????? needs to create different thinking that can lead to

?-??????? self-reflection and new ideas from both Management and the employee

AREA 2

Don’t focus purely on the role and the performance of the role responsibilities –adopt a bigger-picture strategic focus.

Look at how the role helps achieve longer term organizational goals and delivers measurable outcomes and impact.

Use this as a valuable opportunity to connect the person and their talent and potential to the broader, strategic objectives of the organization.

AREA 3

Create a supportive and creative space so both parties can ask what if?

What if we activated the ideas and insights shared in this review?

What could the future look like?

From both an organizational and people learning and growth perspective.

AREA 4

Avoid following a hierarchical, outdated organizational model that fails to bring forward genuine insights, ideas and observations from the employee.

Leaders and Managers tends to hold all the power traditionally.

AREA 5

Have truthful but respectful conversations around poor behaviour or underperformance well before you get to the role check in/ review stage.

This is not the time or the space to attempt to have “the difficult” conversations that need to be addressed at the time of observing the above.

AREA 6

Allow maximum opportunity for Managers and their people to co-design personalized learning and growth plans and succession plans.

AREA 7

Set consistent measures and processes for following up action in real-time.

Many times, no clear action is set post review for either Leader, Manager and the employee.

AREA 8

Come first and foremost from a learning and development and organizational development mindset so you create an experience that can deliver real growth/stretch opportunities with the employee.?

?NEGATIVE IMPACTS OF A DUSTY, OUTDATED APPROACH ?

When we design the role review process as just an arbitrary, disconnected experience, the outcomes and impact can be widespread across the workforce.

Beyond individual employees.

The fallout to staff and organizations when the experience is not well designed or executed is far reaching

1.?heightened anxiety and fear about the overall process which affects workforce health and the ability to deliver high-value work

?2.?lack of trust amongst the people as they don't know what to expect – the fear of the unknown

?3.?lack of development and growth within employees as the same conversations occur year after year

?4.?little strategic value due to the narrow scope of focus

?5.?minimal buy-in and accountability from both parties as the process doesn’t allow for reflection, thinking and acting

?6.?lack of self-direction as often the conversation is one way – Leader/Manager to employees

?7.?staff become stagnant and disempowered with little influence over how they work

WE NEED TO RESET HOW WE DESIGN THE EXPERIENCE

For it to have real value to both the organization and the people, it needs to be designed as a creative but strategic interaction between leaders and employees.

When planned and executed in the right way, you’ll get so many more opportunities from the time spent together.

Remember when designing a new experience

1.?????? This isn’t just a human resources function, it’s a learning and organizational development process that can provide considerable insights into the organization and how the future can be different.

?2.????? It needs to create discussions that require a higher level of interaction and thinking between Leaders, Managers and their people.

So that valuable experiences, ideas and knowledge are truthfully and openly shared.

This approach requires both Managers and their people to

-???????self-reflect on how they shown up in the workplace

?-?????? the style and manner in how they deliver their role

?-?????? think about different alternatives to how they deliver

?-?????? come with solutions to skill gaps, risks or threats

?-?????? work in partnership to deliver on the solutions

ACTIONS TO CREATE DIFFERENT OUTCOMES AND IMPACT FROM PERFORMANCE REVIEWS

1.?Set clear focus and intent in terms of what both parties want from this performance review so there’s no wasting of time.

?2.?There’s a clear agenda that’s co-created between the parties well in advance, so it’s an open and fair experience with no hidden surprises.

?3.?There is also post review action for both parties to implement – it’s unavoidable.

?4.?All action is time-limited, which is essential, and has agreed, clear measurements for both parties.

?5.?Clear methods for follow-up are established between the parties so there’s a greater sense of accountability and buy in.

IT’S ABOUT IDEAS AND INSIGHTS THAT CREATE DIFFERENT WORKPLACE REALITIES

When we ask the right questions and create a supportive environment to unpack our roles, which is smart and honest, the organization will gain strategic know-how that will lead to smarter, more well informed decisions.

Future success depends on creating a thinking and doing culture within our workforces to be able to do different.

WHAT DOES THIS MEAN FROM A PRACTICAL PERSPECTIVE?

-??A commitment to trialing new experiences is always on the agenda when Managers and their people meet to check in and review.

?-?A conscious commitment from leadership to create a supportive and creative place for ideas, insights and observations to be discussed.

?-?There’s an expectation backed by processes and systems of follow-up where ideas will be trialed and experimented in real time post review.

?-??Staff report back on the trial and experimentation of ideas and initiatives with a focus on the following:

?·??????? What worked well, and why?

?·??????? What didn’t go to plan, and why?

?·??????? Key lessons learnt that can lead to new opportunities in the future?

?·??????? What ideas and lessons do they want to use back in their role?

?·??????? What resources and support will they need from the organization?

A final organizational truth to part on.

LEADERS AND MANAGERS MUST OWN WHY STAFF ARE NOT MEETING EXPECTATIONS AND FULLY PROFICIENT

Often when employees are not meeting expectations or fully proficient in their roles we want to invest in more “training”.

From extensive experience this is a quick fix that is often misplaced and rarely the sole solution.

While it’s not always comfortable, Leaders and Managers must be confident enough to ask why staff aren’t meeting expectations. Or fully proficient in their roles.

To do this you need to ask the following questions at the senior level.

1. What are the expectations of the organization?

2. How are we providing staff with the resources, processes, learning and support to deliver on our expectations?

3. If we aren’t, why not and who’s responsible for working with employees to provide a workable solution?

4. What resources will the organization provide to ensure it can close the gap between Leaders and Manager expectations and employee reality?

Of course, there will be times when the organization and employer are a poor fit and need to part ways.

But ……

More often it is a matter of organizations not providing the resources, knowledge, support and environment to their people to deliver excellence.

Gather the evidence before making a conclusion as to why staff are underperforming.

There are always a number of factors organizations need to consider to make sure all employees can bring their best human to the workplace.

Collectively.

Whatever their role, team or function.

Article written by Ali Uren – Founder of Kiikstart? Organizational Development For Brands on a Mission – OD Outcomes and Impacts designed+ created by the people – collectively. ?

Please follow or connect with Ali Uren ?? to get a practical, truthful take on people in the workplace, learning & growth, employee experience and organizational development.

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