Taking the Pain out of Developing and Making Performance Appraisals Formal - lISA aSKWITH

Lisa Askwith - "Engaging Your People For Success"

IBGR.Network - PROFIT Radio. Everything a business owner needs to start, grow or exit a business. Grow With Us.

Introduction
Performance Evaluations also known as Performance Appraisals is a process where job performance is measured, documented and evaluated.  The evaluation of performance can be formal and/or informal.  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. 

Show Objectives

This week’s show focuses on the performance appraisals and how to move them from informal to formal.  We will discuss key elements of a performance appraisal and highlight areas that will help align the employee’s performance with the overall business objectives.  If it is true that “What gets measured gets done” then you want to make sure that you are measuring the “right” things. In addition to this we will have a strong focus on how to make the process as painless as possible. Too often Formal Performance Appraisals become something that is hated and feared, by both those being appraised, and those doing the appraising. It doesn't have to be like this. If we can establish your Formal Performance Appraisals form a people centric and engaged staff approach they can become a very beneficial and useful business tool for more than just just measuring metrics, and one one that is not dreaded but at least accepted and understood. Leading to all round business gains and taking away the fear.


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 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

Key tips for a positive Performance review
 

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

Shows
Previous: Episode 6 Trust Based Authentic Leadership and Ownership is vital for culture, growth, and innovation and retaining your talent
Next: Episode 8 Why and How Leaders Acting More Like coaches can save Thousands of $$$$$$ 

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.

You can connect with Lisa on any of her platforms

LinkedIn Lisa Askwith - Director - Apex BRS
https://www.apexbrs.com/
https://www.facebook.com/ApexBRS

​

P3.07.3AA