As we launch into a new year would you be thrilled not to have to do another performance review cycle? If so, you are not alone. Writing and delivering performance reviews ranks right up there with termination conversations for most managers. Now, what if I told you it doesn’t have to be like that? What if I told you not only is there a better way to write and deliver performance reviews, but you would not have to do the heavy lifting in the process. And, what if I told you, it would no longer be a transactional function but a tool that engages and motivates your staff. I can imagine your response already. You are thinking, yeah right, our process has been around forever, and it hasn’t made a difference yet. If that is you and you are looking for a better way, read on.
Annual Review Shortcomings
Many companies have performance review processes and tools that were created decades ago. Some are better than others, but most are dismal, and employees would say that motivation is not part of the process. It is a look back on the years’ performance and touches on the highs and lows. The biggest problem is just that, it looks at past performance and spends little time on future goals and plans. Humans are not good at remembering in detail things that happened over the course of twelve months. Some of the worst are a simple numeric rating of predetermined categories that may or may not be influential in work performance and certainly would not be motivational. While the reality is you may not be able to change the annual performance document that your company uses, you can supplement the process for a much better outcome that your employees will appreciate and may even look forward to.
How often are you meeting with your employees throughout the year? Is it a set meeting? Do they know what is to be discussed? If not, it should be. At minimum, a quarterly performance discussion is in order. Why? Quarterly is a more realistic picture of performance. It is current, and actionable. If there is something that needs correction it needs to be addressed sooner than twelve months. Many employees feel blindsided at annual reviews. They are told about issues that happened long ago and possibly were not addressed, however, they appear on the annual review.
A Better Way
So, I said there is a better way AND it would not be a heavy lift for managers, and I was telling the truth. I have had impressive results with the quarterly performance review process. I implemented it when I took over as a new manager brought in from the outside that needed to engage my staff, gain their trust, and motivate them for the changes ahead. While the company was married to a numeric rating system that was antiquated and quite honestly just a check off the box form, I was able to transform it into a living document that was a true reflection of the employees’ performance as well as a tool to promote learning and development. The best part was that it created employee buy in from day one as the information is generated by them.
As a manager, it is hard to identify what employees are doing in their job on a daily basis without micromanaging them. We all know there is the job description and then there is the job being done. The annual performance appraisal process is based on the job description. If that is less than current, and most of them are, then the review is not accurate. This can lead to disgruntled employees that feel they are not valued for the work they actually do. It can also lead to a lack of respect for the management team as they are deemed out of touch. Not a good place to end a discussion.
A Proven Process for Success
This approach is easy to implement, and the dividends are certainly worth the effort. Four steps is all it takes to get started.
1. Create a set of performance questions that are narrative in nature and look at both the past quarter as well as the upcoming quarter.
Sample Review Questions:
- What did you accomplish in the past 90 days? Include performance statistics, completed projects skills development.
- What problems did you experience in the past 90 days and how did you resolve the issue?
- What needs attention in the work group?
- What goals would you like to accomplish in the next 90 days? Progress on annual goals, skills you would like to update, projects you are interested in.
- How can I support you?
2. Have a set distribution schedule for the performance questionnaire to go out. Notify staff of these dates in advance. Provide them with a completion date to return the questionnaire to you.
3. Set 15-20 minute follow-up meetings for each employee every quarter to review their performance results.
4. Compile and use the quarterly discussions to create the annual review.
Powerful Results
Roll this out to employees ahead of time and explain your goal is to give them a voice in their work and career. This will be a major change for some employees, and it may take a quarter or two to gain traction. The fact that you are asking them to tell you what they have accomplished, and what their goals are gives them a sense of inclusion and control. Employees want to be seen and heard especially when it comes to their performance. It promotes accountability and shows respect. As a result, they are motivated to do more, improve their performance and be engaged in the success of the company on a deeper level.
A New Role as Coach
The manager does in fact have an important role in the process. First, you need to be able to explain the mission and vision of the company in a manner that promotes a sense of purpose in the staff. Make it part of the annual review process conversation. People want to know that their work makes a difference to the organization and is more valuable than just a paycheck. This will help to align the employees’ goals with the company’s mission. It also requires a mindset change on behalf of the manager. One of looking forward, being a coach and helping people advance their career and not just check off boxes. Yes, this process will take time to do properly. The truth is that you are meeting with your staff anyway, and now you will be able to reduce the time you spend year end on the annual review process, so it is a wash. The time investment is minimal and the quality of information you will glean is invaluable not to mention the renewed engagement of employees. Certainly, you will need to be prepared to address any situations that need attention and correction if the employee is not working on them. Further, you will share with the staff members what is upcoming for the department or organization. This level of involvement and intentional sharing of information further adds to the sense of inclusion and commitment to the company.
As the year kicks off, make an investment in your staff. Give them a voice. Develop a deeper connection with them that will provide motivation and appreciation. Then watch what happens to the morale and productivity of the group. Good luck.
For additional assistance implementing a quarterly review contact mquick@fastforwardlearn.com.
This is a contributed blog post by Myra Quick, founder of Fast Forward Learning and Development. Myra’s extensive HR experience and passion for training was the launch pad for the company. Her goal was to improve the effectiveness of the workforce, by helping people find the role best suited to their strengths and providing the professional development and knowledge they needed to succeed. She knew that to be effective, development programs had to be concise, informative, engaging, and relevant to today’s workplace. So, in 2018 Fast Forward Learning and Development was established.
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