Surface Ripples

Effective Performance Reviews

Let’s face it, we dread these, both as the manager reviewing someone else’s performance and as the person under review ourselves!

I've certainly had both “good” and “bad” reviews (both performance and non-performance related).  What I found, amongst all the “good” reviews, even if my achievement of objectives was only “acceptable” was that my reviewer had clearly prepared, acknowledged my contributions, listened to what I had to say and worked with me to plan the future and how to improve.

The not-so-good reviews were announced at pretty much the last minute, my performance had obviously received only the most cursory review and the manager clearly wanted to “get it over with” as quickly as possible.

If this sounds familiar, it’s because it is.  We’ve probably all had those experiences.  What also doesn’t help is that all-too frequently, HR “shift the goal posts” and change formats, timings, etc, making life more difficult for appraisers and appraisees alike. 

Small wonder then that the reviewers and subjects of reviews mostly tend to feel dissatisfied.

Be that as it may, the purpose of the review is simple: to ensure the organisation meets its objectives and to help every single employee be the best they can.  For some, this “best” will be higher than that of others but everybody is capable of achieving something.

Meryl Runion and Janelle Brittain provide a great framework for reviews which should help every manager and employee (or every reviewer/reviewee) 

Reviews are NOT to be: 

• Announced at the last minute
• Conducted at the last minute
• Conducted in haste

By giving reviewers and reviewees time to prepare, we give both the chance of having their say in a constructive manner as well as ensuring that the whole organisation benefits from a well-run, cooperative and objective process.

Does the “ideal performance review process” exist?  I suspect the answer is “no” as every organisation has different needs, a different culture, and different time horizons.  Our job as leaders is to make sure that everybody has the best possible chance of making the contribution they were hired to make. And to improve as a person. 

I deliver change in markets ranging from the most developed to “emerging” economies. With a wealth of international experience in international financial services around the world running different operations and lending businesses, I started my own Consultancy to provide solutions for improving performance, productivity and risk management.  I work with individuals, small businesses, charities, quoted companies and academic institutions across the world. An international speaker, trainer, author and fund-raiser, I can be contacted by email. 

Labels: Career, Leadership, Teamwork

posted by William Martin @ 14:31