{"id":1092,"date":"2019-05-24T11:15:47","date_gmt":"2019-05-24T10:15:47","guid":{"rendered":"https:\/\/www.inpulse.com\/?p=1092"},"modified":"2019-05-24T11:15:47","modified_gmt":"2019-05-24T10:15:47","slug":"the-reality-of-performance-reviews","status":"publish","type":"post","link":"https:\/\/thirteencreative.co.uk\/inpulse21\/the-reality-of-performance-reviews","title":{"rendered":"The Reality Of Performance Reviews"},"content":{"rendered":"

\u2018Annual performance review\u2019 -three<\/span>\u00a0words that fre<\/span>q<\/span>uently strike terror in<\/span>to<\/span>\u00a0the hearts of team leaders and team members alike.\u00a0 For the former they represent endless form filling and back to back awkward conversations in stuffy rooms.\u00a0 For the latter they mean self-<\/span>justification, and<\/span>\u00a0uncomfortable<\/span>, stilted<\/span>\u00a0discussions with the boss.<\/span>\u00a0<\/span><\/p>\n

\u00a0<\/span>This may be a slight exaggeration, but it\u2019s certainly true that in many organisations\u00a0<\/span>performance reviews have become a sterile set piece stand-off which neither party enjoys or benefits from.<\/span>\u00a0<\/span><\/p>\n

Which is a shame as the principles behind them are sound \u2013 the need for organisations to be clear on what they expect and for employees to understand how they are doing and be recognised when they are doing well.<\/span>\u00a0Bad performance reviews are a real lost opportunity as one to one discussions are precious and when done well can be the jewel in the line manager\u2019s communication crown.<\/span>\u00a0<\/span><\/p>\n

\u00a0<\/span>So, what goes wrong?\u00a0 The reality of performance reviews is often stressed managers squeezing meetings into too little time, often running late, with no discussion and nothing like a mutually agreed way forward.\u202f Bosses are tempted to take the easier option, avoiding tough conversations, giving everyone similar scores and not addressing big issues. As a\u00a0<\/span>result,<\/span>\u00a0performance reviews become the box ticking exercise parodied in TV\u2019s \u2018The Office\u2019 and in Scott Adams\u2019 Dilbert stories.<\/span>\u00a0<\/span><\/p>\n

\u00a0<\/span>Performance reviews do not have to be like this, though.\u00a0 Well prepared and executed, they offer\u00a0<\/span>unrivalled<\/span>\u00a0opportunity for line managers to find out more about the individual and his or her skills and preferences, as well as to help them understand where the organisation is headed and his or her role in achieving it.\u202f The key is to equip leaders with the skills to have real dialogue \u2013 to ask the right questions which help people\u00a0<\/span>open up<\/span>, be able to listen to and do something with what they say, and localise messages so that people can see clearly what they mean for them.<\/span>\u00a0Listening is the key to success and it can often be hard for managers to do \u2013 the more senior they become, the more such behaviour is squeezed out and replaced by the instinct to tell and move on.<\/span>\u00a0<\/span><\/p>\n

\u00a0<\/span>As we work with clients, we hear many horror stories about performance reviews \u2013 the line managers who put them off until they are irrelevant, the leaders who give broad platitudes which neither motivate nor help development<\/span>, the\u00a0<\/span>shell-shocked<\/span>\u00a0supervisors staring vacantly as they try to summon the energy to conduct their tenth session of the day, the bosses who use\u00a0<\/span>judgmental<\/span>\u00a0language (you\u2019re not brilliant at this\u2026) with no evidence or data to back it up and help people improve.<\/span>\u00a0<\/span><\/p>\n

\u00a0<\/span>Fortunately, that\u2019s not the whole picture.\u00a0 We have also seen many examples of great performance reviews.\u00a0 The most successful are the leaders who believe in \u2018no surprises\u2019 \u2013 they do not see performance reviews as one off discussions every six months, but an ongoing process.\u00a0 They use the review\u00a0<\/span>session<\/span>\u00a0as time to check in and refocus, but\u00a0<\/span>have regular conversations with their people about their role throughout the year.<\/span>\u00a0<\/span>When performance review conversations are held, leaders who do them well are those who do not leave things to chance and \u2018wing\u2019 it.\u00a0 They\u00a0<\/span>make sure they cover a set of key things, which we have condensed into seven\u00a0<\/span>guidelines<\/span>.<\/span>\u00a0<\/span><\/p>\n

 <\/p>\n

    \n
  1. Get ready<\/span><\/b>\u2013 prepare what you need to achieve\u00a0<\/span>from the conversation<\/span>\u00a0<\/span><\/li>\n
  2. Dress the set<\/span><\/b>\u2013 get the environment right<\/span>\u2013 find somewhere where you can both be comfortable<\/span>\u00a0<\/span><\/li>\n
  3. Set the scene<\/span><\/b>\u2013 explain\u00a0<\/span>up front what\u00a0<\/span>will happen<\/span>\u00a0and what will be covered<\/span>\u00a0<\/span><\/li>\n
  4. Give facts and explain implications<\/span><\/b>\u2013<\/span>when giving feedback always\u00a0<\/span>be specific and give examples<\/span>\u00a0both in terms of what they have done and its impact and what they need to do to develop.<\/span>\u00a0<\/span><\/li>\n
  5. Ask questions<\/span><\/b>\u2013<\/span>good open questions to help\u00a0<\/span>them think it through<\/span>\u00a0and have their say.\u00a0 Ask what they need from you<\/span>\u00a0<\/span><\/li>\n
  6. Discuss options<\/span><\/b>\u2013<\/span>provide information so that the other person is clear on the options available and t<\/span>he pros and cons of each<\/span>\u00a0<\/span><\/li>\n
  7. Agree a way forward<\/span><\/b>\u2013 who will do what, when<\/span>.\u00a0 The other person is much more likely to stick with what is agreed if\u00a0<\/span>they have been able to shape it<\/span>\u00a0<\/span><\/li>\n<\/ol>\n

    \u00a0<\/span>Innovative organisations have also recognised that there are two\u00a0<\/span>distinct<\/span>\u00a0parts to performance review.\u00a0 One is the leader being clear about what needs to happen and ensuring that his or her team can make the connection between their work and the organisation\u2019s objectives. The other is helping the individual hone their skills<\/span>\u00a0and behavio<\/span>u<\/span>r so they can deliver\u00a0<\/span>it.\u00a0 This latter is a continual process and one which does not rely solely on the team leader.\u00a0\u00a0<\/span>Self assessment \u2013 where people review themselves \u2013 can be powerful,\u00a0<\/span>provided that<\/span>\u00a0they have a clear framework to measure themselves against such as a role or competency profile, otherwise they may focus on what is important to them and not necessarily the role.\u00a0\u00a0<\/span>Also, m<\/span>any of us can be heavily self-critical, so we have found that\u00a0<\/span>self-assessment<\/span>\u00a0in a potent part of the review process if it is tempered by a boss and\/or peer who can provide an external take.<\/span>\u00a0<\/span><\/p>\n

    \u00a0<\/span>The same is true for 360-degree reviews where people get input from peers, subordinates and their leaders.\u00a0 We have so few opportunities for feedback that they can be highly illuminating. We have several clients who use our survey tool, Inpulse, to provide 360-degree commentary.\u00a0 Again, though it works best where leaders provide a clear framework and help individuals work with the feedback they have.<\/span>\u00a0<\/span><\/p>\n

    \u00a0<\/span>Things are certainly changing and performance reviews themselves are under increasing scrutiny and seen by more and more organisations to be performing below track. Some leading businesses are scrapping them altogether, or refocusing them on future potential, while others are expanding them to cover not just what people have achieved, but also how they have done it.\u00a0\u00a0<\/span>The shift is clearly from dictate to dialogue.<\/span>\u00a0<\/span><\/p>\n

    \u00a0<\/span>The challenge is that the key skills needed to do this \u2013 asking questions and listening \u2013 and ones which leaders\u00a0<\/span>often\u00a0<\/span>feel they are good at and can resent being\u00a0<\/span>coached<\/span>\u00a0to do. This is a shame as in our experience, many of them may know what to do, but don\u2019t do it in practice. They can really benefit from tools, techniques and most importantly practice in real one to one dialogue<\/span>\u00a0both in performance review discussions and day to day<\/span>. Those that do invest the time to do this will find they have stronger relationships, more motivated and focused people and that for themselves, the\u00a0<\/span>task of performance review<\/span>\u00a0becomes quite rewarding.<\/span>\u00a0<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

    \u2018Annual performance review\u2019 -three\u00a0words that frequently strike terror into\u00a0the hearts of team leaders and team members alike.\u00a0 For the former they represent endless form filling…<\/p>\n","protected":false},"author":2,"featured_media":1265,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","inline_featured_image":false,"_uag_custom_page_level_css":"","footnotes":""},"categories":[3],"tags":[],"class_list":["post-1092","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-leadership"],"acf":[],"yoast_head":"\nInpulse Blog \u2013 Employee Engagement Software<\/title>\n<meta name=\"description\" content=\"Find our blogs on the latest news on employees and business to improve your workplace and make it a more enjoyable place to work.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, 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