What role does a Manager have during Performance Management?

Gone are the days when responsibility of an employee’s performance was solely upon the Employee himself. In today’s collaborative and integrated work spaces, employees as well as the manager, together look up to each other for enabling an overall performance, that is mutually beneficial. Much in alignment to a common phrase that says, ‘Coming together, is just a Beginning, working together is Progress and working together well, is Success.’

Managers are increasingly required to enable a conducive environment to drive overall success. Be it a collective output, achieving business targets, getting teams together, keeping up the spirits, or encouraging performance etc, are all assumed responsibilities of the manager. When it comes to the Performance Management, managers can be more efficient if they follow a discipline towards the practice. Some ways of doing so, are as below:

Being aware of ‘Biases’ and ‘Recency Effect’: At times, personal biases and recency effects of the last quarter may take over during annual appraisals. It is the manager’s ability to maintain self control and awareness that facilitates effective appraisals. Managers and employees may maintain Personal Notes of Feedback, projects, achievements, testimonials and more throughout the year –leading to effective, unbiased and precise appraisals.

Art of review conversations: I remember, very recently a Function Head expressed that he would like HR to accompany for a review of a middle management executive who held a very responsible position in the company. We began an informal yet structured review with the employee by posing some open ended questions to him – such as:

- How do you think this year went by?

- If you were to rewind this year, would you do anything differently? Why?

- What according to you have been your learnings this year to enable greater success next year?

- If you were in your manager’s position, how do you think would you assess this situation?

The intention was not to put the employee into a spot, but to help him derive answers for himself. At the same time, our role as managers was to intently Listen, Empathise and Set Direction for future. This introspective style, not only gave qualitative insights to the manager, but also strengthened the relationship, by stepping back from the transactional conversations to discussing and learning futuristic perspectives. The employee expressed, that this structure was far more satisfying and engaging than his regular reviews in the past.

Gathering Data: It is worth receiving insights sensitively from internal / external customers, vendors and stakeholders to gain a complete picture of employee performance and displayed behaviours thereby enriching the performance review.

Keep it Short, Specific and Periodic: Performance Conversations are best when they are at the desired frequency and timeliness. Surprises at the end of the year are not appreciated. Discuss not more than 3 accomplishments, areas of improvement & opportunities each – but make it effective through a dialogue.

Invest Time and be Specific: Invest enough to help your employees believe that they are cared. This may go a long way in strengthening relationships stronger in the long run.

Employees as well as managers look forward to a process that is both engaging and encouraging. Specificity of feedback builds authenticity and trust. When an employee knows exactly what was a hit or a miss, it is easier to replicate the hits and avoid misses. 

If you have missed my previous articles on this series, you can read it here:

• Role of the Employee during Performance Management: https://bit.ly/2shJHGc
• Role of the HR during Performance Management: https://t.co/yhdIpFbbzY

Regards,

Sujatha Sudheendra

Head HR - Aditya Birla Finance Ltd.