Having experienced it as a manager and discussing it regularly with my clients, I admit that the evaluation period can be a demanding and frustrating exercise. But you don’t have to experience it that way. You can turn the experience of the performance review process into something positive, for you, for others, and for the organization.
First, let’s see what the reality of managers is, very often, and then three keys to positively transforming this process.
The Reality
As a manager, the process may be perceived as “administrative” because the objectives set were not very clear or did not allow for the identification of the real issues. It may be that the organization does not “live” the goals and most people do not even remember them.
As an employee, performance reviews can be a stressful time, like a kind of verdict that impacts their salary. They may fear surprises.
For many good and bad reasons, the results are often disappointing. What if this exercise was more positive?
Understand here that there is more to it than the process itself. The greatest use of the performance review process is motivation.
These one-on-one meetings can be a lever to increase the engagement of your team members.
Did you know that one in two people in your organization is disengaged? It doesn’t hurt, but it doesn’t give the best of itself. In all this turbulence, this lack of staff and this need for organizational agility, more commitment wouldn’t hurt, right?
The correlation between performance feedback and engagement is direct.
Humans are looking for meaning in what they do, opportunities to develop their skills, fluid and positive communication with their manager.
Giving meaning, motivating and engaging your employees takes a little time, yes 😉 , but time well invested with better performance feedback! Here are 3 keys that will help you get the most out of your evaluations.
The keys
1. Have a Curious Mindset
Arrive in these meetings with:
- An opening:
- to each other’s questions to listen to the comments
- to better understand and get to know the other
- Motivations, aspirations, values, and interests outside of work
Take advantage of this to connect and learn. Don’t just be transactional.
Whether it’s for the performance evaluation process or on a daily basis, this key remains relevant!
2. Give real feedback
If you think your employees don’t need “formal” feedback, you’re wrong. I coach leaders every day and confirm that we all need feedback.
People need real feedback during the performance review process.
They need the beautiful and the less beautiful. Yes.
Depending on your personality type, it may be easier for you to bring out the positives or rather the criticisms.
In either case, develop the side that is missing. I talked about it in a video on performance management. As a leader, it is essential to know yourself better and to see, concretely, your blind spots.
A coach can help you with this. For my part, I use the Nova Profile and a process to get to know myself better.
Whether it’s for the performance evaluation process or on a daily basis, this key remains relevant! You should never wait to give feedback to someone. I put here a last link 😊 , I have several tools because it is immensely important! Here is an interactive quiz to measure your ability to give feedback.
3. Bring out your rebellious side
Following the process is good, going further is better!
- Add relevant questions to the existing form.
- Ask colleagues for feedback about yourself and your team members.
- Meet more people than the process requires: do an informal mid-year check-in, or even quarterly or even monthly. so that the objectives are not forgotten and that you have a quality one-on-one moment with the members of your team.
I am sure you have ideas. If necessary, validate them with the required people in your organization.
In conclusion
To be able to enjoy the performance review process, don’t pile up all that work! Take advantage of the whole year to connect and offer real-time feedback to your team members and bring your goals to life.
You will thus contribute to your ambitions, theirs and those of the organization.