The time of year is quickly approaching when most organizations ask their managers to conduct annual reviews of performance. Frankly, this does not inspire much excitement for most team members or their managers alike. The current perception of performance reviews in Corporate America is not stellar. A recent study by Watson Wyatt found the following:
- Less than two-thirds of the sampled employees (60%) said that they understand the measures used to evaluate their performance
- Even fewer sampled employees (57%) thought that their performance was rated fairly
- Less than half (47%) said that their managers clearly expressed goals and assignments
- Only about two-fifths of the sample (42%) reported regular, timely performance reviews
- Even fewer (39%) reported that their performance review was helpful in improving their on-the-job performance
With less-than-helpful reviews, that seem arbitrary and not effective for improving performance (if they happen at all); it is no surprise that appraisals are not thought of as a value-added process at many organizations.
Performance reviews don't have to be a painful process. They are meant to faciliate growth.
What are some ways to make your reviews have more impact, going against the norm? If you are still reading this you are probably the type of leader who recognizes the value of useful feedback. Not just feedback for the sake of feedback, but feedback that is really beneficial in helping someone know where they stand and how to improve. Here are some tips and best practices to provide impactful feedback:
1. Useful: Ensure the feedback you provided is useful by following the Keep, Start, Stop format.
- Keep – consider what this person does that makes him or her effective. Use positive reinforcement and encourage them to find other ways to utilize this strength.
- Start – what does this person not do today that they could consider to become more effective?
- Stop – What behaviors do they engage in that get in their way of being successful? What could you encourage them to refrain from doing to be more valuable?
2. Get Specific: Both positive and developmental feedback that is too vague cannot be helpful in changing behavior. What exactly did you see, hear or experience? What about others? Avoid labels or generalities. The more recent the feedback, the better.
3. Show Impact: An easy formula to remember for providing feedback with impact is to refer to the performance standard and compare it with the actual performance. If the performance met or exceeded the standard, this is a great time to recognize it. If this is a situation where the performance fell below the standard, discuss that gap. Take time to explain the impact of the gap. Do this in terms of what is important to the team member. Perhaps a career goal they have articulated to you, a potential promotion, bonus, objective attainment, stronger team or working relationship.
4. Actionable: Engage the person to discuss what actions can be taken to improve. Work as a two-person team to discuss ideas and come up with a plan to address the issue. Ultimately, they own it, but you can be a useful resource. Partner with them for improved performance.
These characteristics of feedback will keep you on the right track to successful performance conversations. Knowing this, there are still many people who shy away from difficult conversations and feedback that is challenging or developmental. Keep in mind that you may have information that will truly make an impact in helping this person grow and achieve his or her goals. You are doing the person a disservice by not being straight with them. Certainly doing this in a kind manner while being candid is essential and can make an impact for improving performance.