The annual employee performance review can seem to be more important that it should be. Many employees consider their annual evaluation a necessary requirement for getting a pay rise. Employers often use the yearly employee review to determine promotions, justify raises and establish performance goals for the year.
Unfortunately, the once a year performance review is often structured to give an employer all the power and put the employee on the defensive.
Many people say that their company's performance evaluation system is not particularly helpful in improving job performance or furthering individual or organisational goals. Annual performance reviews are often ignored by the recipient or used as the basis for argument, contention and controversy. Managers see annual reviews as a necessary evil that takes time to complete and present to the employee--without resulting in significant changes or improvements.
Reviewing performance is good; it should happen every day. Employees need evaluations they can believe, not fake or fraudulent ones they receive once or twice a year. They need evaluations that are dictated by need, not a date on the calendar. They need evaluations that make them strive to improve, not pretend they are perfect.
Today, strengths-based recruitment, collaboration and diversity are vital for business success. The Positive Psychology Institute says the trend began when large companies started favoring strengths-based recruitment strategies over those based on skills.
Managers need to maintain a positive attitude when completing performance reviews rather than focus on all the negatives. In a negative state of mind, it's hard to find productive ways to move forward.
Managers need to maintain a positive attitude when completing performance reviews rather than focus on all the negatives. In a negative state of mind, it's hard to find productive ways to move forward.
Getting rid of the performance review is a big step forward in allowing a boss and the boss's direct reports to communicate candidly about what's needed for better results on the job. If you're a boss, and your subordinate isn't succeeding, something is broken. Doing more of the same isn't going to cut it. It's now time for you to ask, "What do you need from me to deliver what we are both on the firing line to produce?" And just as important, it's time for the boss to listen to the answer.
Here are five guiding principles for respectful conversations:
1. When peers connect change happens. Effective coaching can happen on the ‘dance floor of conversation’.
2. It's ok to begin a conversation by raising questions with the other person that seem awkward, but set the stage for a respectful exchange. Why waste time on small talk? Just ask to-the-point information-seeking questions, like: "What are you here for? How do you want to spend our time together?"
3. Conversations are not meant to be structured. Be open to conversations that you are unprepared for and focused on the interests of the other person (not your purpose).
4. Don't get pulled into solving problems that may not matter to the other person. Allow time for the person to get to what's really important. Provide spaces where they can express their doubts and fears by being a thoughtful listener - without taking on the responsibility to fix or debate the issue. After all, you have invited the person to talk about what matters to her or him, not you, so allow time for the articulation of those thoughts and feelings.
5. Personal transformation happens when the right questions get asked - not by providing answers. When you focus on the solution, you are trying to sell the person something. When you allow people to answer their own questions, they discover what they were not aware of---and what is needed to move forward.
1. When peers connect change happens. Effective coaching can happen on the ‘dance floor of conversation’.
2. It's ok to begin a conversation by raising questions with the other person that seem awkward, but set the stage for a respectful exchange. Why waste time on small talk? Just ask to-the-point information-seeking questions, like: "What are you here for? How do you want to spend our time together?"
3. Conversations are not meant to be structured. Be open to conversations that you are unprepared for and focused on the interests of the other person (not your purpose).
4. Don't get pulled into solving problems that may not matter to the other person. Allow time for the person to get to what's really important. Provide spaces where they can express their doubts and fears by being a thoughtful listener - without taking on the responsibility to fix or debate the issue. After all, you have invited the person to talk about what matters to her or him, not you, so allow time for the articulation of those thoughts and feelings.
5. Personal transformation happens when the right questions get asked - not by providing answers. When you focus on the solution, you are trying to sell the person something. When you allow people to answer their own questions, they discover what they were not aware of---and what is needed to move forward.
