One of the problems with traditional performance reviews is that, by the time you have them, they are out of date.
Another is that, in the fast-paced world in which we live today, people want feedback NOW – not in 6 months or 12 months time – and, of course, things can change quickly in the business world and in peoples’ personal lives.
Few managers enjoy the traditional performance review model, often as not just seeing it as a process that has to be done because it has to be done. So it is no surprise that the transition from directing to coaching enriches the experience for managers, helps to build better relationships and staff engagement and delivers much more timely and targeted impact where and when it matters most.
They are some of the reasons why we think it makes sense to flip the process for managing peoples’ performance and development on its head.
- Position – clarify role, responsibilities, strengths and relationships
- Plan – set goals and develop an action plan based on deployment of strengths and harnessing improvement opportunities
- Perform – implement the plan with regular catch ups to keep it current and relevant and maintaining motivation through positive feedback and constructive and supportive guidance
- Present – provide people with the opportunity to showcase and celebrate what they have achieved in performance and development against their plan
We start with a few premises around which we build the process:
- Every individual is responsible for their own performance and development (your manager’s job is to guide, support and listen to you)
- Every business should have business goals which cascade to team goals and then to individual goals so that people get the connection
- Every business should have a set of values which translate into a set of behaviours describing “how we do business here”
- Every team and every individual should have an action plan which sets out how they are going to achieve their performance and development goals
- The performance of every team and every individual should be continuously monitored and reviewed against the plan, holding them accountable for delivering on their team or individual plan in line with the values
- Review and feedback should happen in real time (at least monthly) so that achievements are recognised and necessary adjustments are made promptly to optimise engagement, focus and resilience.
We take a rounded human-centred look at performance and development opportunities through 5 prisms:
- The role that the person performs and the functions and competencies involved in that
- The relationships that are important to everyday performance and development and how well they are working
- The strengths of the person as evident in their work experience and through tools such as the VIA Character Strengths Survey
- The values of the organisation and the person’s fit with and demonstration of those values and
- The wellbeing and life balance of the individual needs and any opportunities for enhancements in these areas.
Of course, there may be a special consideration in a meeting every now and again – eg its remuneration review time or HR is putting together the annual training plan – that’s OK, you just add the item to the agenda for the particular meeting and keep the process going.
Like that old saying “a stitch in time saves nine”, spending a little time more regularly with your people will pay dividends in the quality of the relationships and the outcomes in performance and engagement and wellbeing. That is fundamental to making a better workplace.
If you want to explore “EngageMentality Performance and Development Coaching”, give us a call.
Download the brochure: EngageMentality Brochure 0419