What goes wrong in the relationship between performance management and reviews? First, there are no positive expectations concerning the current method. Everyone is expecting yearly appraisals. As a result, this procedure can be stressful. One of the major mistakes that the majority of managers does is the focus on what is not going well. Instead of constant constructive feedback, it is essential to mention as well the positive moments and show appreciation. Thus, evaluating the current system of performance management can be a matter of major importance.
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For this process to really work, the entire performance cycle must be reversed. While in the past, only the manager performed assessments, in an ideal situation employee is the one who gains control and ownership. The employee sets his own goals for development, while the manager has a more supporting and facilitating role. The trick is to let go of more. People can do more than expected. It has also highlighted the way that the current method of performance reviews affects communication and motivation. How? It appears during conversations the correct or complete information does not come up. Therefore, it is important to give each other feedback more often. By doing this, conversations gain more value.
What is the essence of feedback?
Improvement! Learning, the intention to help each other, making contact, speaking at the moment and safe space for open conversations. In other words: “The essence of feedback is the act of helping someone.”
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How do you stimulate a feedback culture?
To encourage a healthy feedback culture, the goal must be clear to everyone within the organization. The organization must provide a solid basis for feedback. In this regard, support from management is a must. Besides, organizations must get rid of the idea of yearly appraisals. Getting continuous feedback throughout the year stimulates a good workplace environment and a healthy culture. Giving and requesting feedback should also be an easy and accessible process for everyone.
Nevertheless, it involves few risks. For example, if feedback directly leads to whether or not to receive a wage increase, the development factor immediately plays a secondary role. Another risk would be about first time feedback. Start always with positive feedback! Let someone know what does well. In any other case, employees tend to feel immediately judged.
Furthermore, encourage employees to give spontaneous positive feedback. A simple compliment is enough. On the other hand, requested feedback is more useful for constructive evaluation. After all, when you ask for feedback, you expect to receive a response and looking for points for development.
To clarify the goal within the organization is to involve everyone. As a manager, you can set the expectations of this procedure and the rules. A possible step is to exercise on giving and receiving feedback.
An improved feedback culture produces a better team. More communication, better dialogue and an open attitude will lead to connection, trust, safety and accessible tools for everybody within the organization.
How do you assign control to the employee?
Make desired changes known, set expectations and give employees tools to take control of themselves. As an organization explain to the employees why you decided to change performance culture and give them a better sense of the goal. By making feedback fun, personal development would become attractive, and therefore, employees will adapt to the new rules. During this process, managers should listen to queries of employees, examining motivations, qualities and points for development entering into a conversation to help employees.