Postive Performance Appraisals and Internal Accountability are key to Enagaging Your People - Lisa Askwith

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Introduction

Performance Appraisals or evaluations are a process where job performance is measured, documented and evaluated.  The evaluation of performance can be formal and/or informal. It all sounds very black and white and process driven, with very little room for humanity. This is where many companies go very wrong. If we can't allow the human side to enter our performance appraisals we are setting ourselves up for failure, as we are cutting out a key part of what makes our business function. People are your greatest assets in any business, and you need to think of all of your internal processes from this view point, if you really want to build a sustainable and successful business.
Planning for your business evolution is also very important, early in the development of organizations things are very fluid and people are asked to step in and perform multiple roles.  The performance evaluations during these early stages may be more informal, occurring over a series of conversations that are suitable for the changing environment.  As the company grows there is a need to move toward formal performance evaluations that is part of a systematic approach used to help manage employee performance, and conversely employee engagement and success. Whilst also establishing internal accountability and acceptance.

Show Objectives

This week’s show focuses on maximizing your performance appraisal process and establishing it so that you are actually engaging your people, and not just judging them unfairly or suddenly. Done well you will find that Formal Appraisals can be a big positive in an organisation, but they do take focus to get them right. So why do they have the habit of generating so much fear and unrest for everyone involved. In essence formal appraisals were once mostly just used to judge success against very black and white parameters and metrics, often unexpectedly or without prior communication. Regularly forgetting that you are dealing with people, not just numbers.

This is where the fear associated with them stemmed from, being judged against things you may not be able to control directly. This never makes people feel safe or valued. The interesting thing is both employees, and the managers and leaders doing performance appraisals often dread the experience, or are downright scared. If this is the case in your business then we need to fix it as soon as possible! 

The experience needs to be supportive and positive, not fearful. After all, a good formal appraisal system can actually make your people more engaged with your business…..I know that sounds counter intuitive,, as no one likes to feel judged, but think about it for a moment. If you have nothing in place that you can control, and you know you are going to be called to task, you will always be fearful. 

However, if you have something that allows you to be clear on your expectations, and that is coupled with a supportive leader who helps you achieve it, then the performance appraisal becomes a different scenario, and this is what we want to achieve for you. Plus if you add a behavioural component to capture the fact that you are dealing with people as well as numbers you start to develop trust and acceptance. Now I am not expecting everyone to come to FPA as the highlight of their day, but it definitely should not be something they are not scared of. Today’s show will help you get there and show you how to build, or revise your formal performance appraisal process for the greatest level of success for your people and your business.

Key Issues

1. In the past used an informal approach - forced performance conversations on a frequent basis 
2. Formalizing means a form - a method of documenting the meeting 
3. Start with performance expectations created at the previous meeting and what happened over the period, provide evaluation of performance, collaboratively develop an improvement plan - if necessary, set performance expectations for next period 
4. The core of the conversation is their actual contribution to achieving business objectives vs what was planned for the period

What You Need to Do

1. Develop a formal performance appraisal process
2. Document the process
3. Measure what is important to your organization and your people, not just your bottom line.

Key steps for Developing your Formal Performance Appraisals

• Match the Job Description- be clear and concise
• Take into account behaviors as well as technical competencies
• Be achievable
• Be regular and communicated
• Be 2 way
• Be run by leaders who prioritise regular reviews and catch ups, so no one is ever surprised

So what is Performance Management?

 Can be defined as the process through which managers ensure employees activities and outputs are congruent with the organisation’s goals, it needs to match up, so to achieve this, we focus on 3 key points;

There are three key parts to every performance management system, and this is what you need to focus on when you are working with your people to develop your Formal Performance Appraisals

• Defining performance
• Measuring performance
• Feedback on performance

 All 3 need to present for an effective system that aids positive leadership and culture

Key tips for a positive Performance review
 

1.  Trust in leadership, and procedural fairness and feedback- once again leadership is critical   here!
2.  Regular not one off events, quarterly
3.  Formal and Informal
4.  Clear parameters that are linked to a clear and relevant JD and KPI’s
5.  Clear agenda
6.  Regular communication about PR needs and expectations
7.  The ability to really take part in one’s own appraisal- needs true discussion and   agreement
8. Agreed outcomes and review points, improvement plans if needed are clearly  documented and supported
9.  Clearly linked to career ladder and next steps
10.  Documented and signed- then returned to staff member for actions
11.  Clear review of success and any expectations or time frame requirements that are then  followed up.
12.  The leader running the review should be fully prepared and engaged
13.  An advance clear time should always be made, these should be regular, quarterly if possible
14.  The core of the conversation is their actual contribution to achieving business objectives vs what was planned for the period.
15.  Use praise- solution focussed
16.  Leave ego at the door, and be a leader who recognises contributions not steals them

Remember    
                         

• Help employees develop goals wherever possible
• Provide consequences for performance (-ive and +ive)
• Identify improvements needed and help them/support them to implement

If you keep Formal Appraisals interactive and clear, with a solid base in the job description,  it will make all of the difference. Those companies that have the most success, have quarterly reviews which allow people to rate themselves and discuss the outcomes with their managers. Systems are in place to ensure everyone understands how they are rated and the ways in which they can achieve. This includes behavioural components as well as metrics. This leads to not only more engaged people, but ones who are invested in the company, and feel supported. 

Hence, it largely takes the fear out of the formal performance appraisal process. The next step is to ensure the formal appraisals are linked to career or personal growth, so it makes the process more about individual needs, not just company needs. This then allows your formal appraisals to become a point of encouragement and support, and not just a budget review. This means value creation is achieved and the fear drops away. This is achievable in any company, adn leads to massive internal rewards as your people feel valued and accepted, encouraging them to focus on giving back all they can.


Shows
Previous: Episode 8 Continuous Improvement is something every Business can Benefit from.
Next: Episode 10 Business Mistmarches are costly and easily Overlooked- Don't let this happen to you! 


Written by Lisa Askwith

Director of ApexBRS | ApexBRS, Regional Director of See Global Media, Chair of  EGN Singapore, and Associate Professor Cambridge Corporate University | At the Age of Change, providing the HR component of the Global Executive MBA and BBA. Lisa has worked for some of the largest companies in the world and successfully led restructures and change management programs in order to improve the bottom line through engaging the people for success, while developing exceptional leaders who can make a positive impact on Culture and long term business sustainability.

You can connect with Lisa on any of her platforms

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