Overview
Do you notice a change in your employees’ disposition when it’s time for performance appraisal or evaluation? Do your employees show that all too familiar shrug towards the performance management process? If your reply is yes, it shows a disconnect.
Are your direct reports meeting their goals? Is their work improving over time? Are you deploying the right tools and systems to help them thrive and succeed?
These are questions that business leaders and line managers need to answer to create and sustain a high-performance culture.
While most organisations review the performance of their employees after a defined period, it is the degree of alignment of the day-to-day activities of each employee and the overall business strategy that impacts the line managers’ results and creates value for the business. Over the years, performance reviews have become dreaded by bosses and subordinates alike where employees are held accountable for their past results, with little or no clear guide on how to improve performance now and in the future.
Therefore, the question then becomes, what is your Performance Management process designed to accomplish and how effective is it? How do you turn past-focused performance conversations into actionable, development-focused interactions that drive employee engagement, improve business results, and create a high-performance culture?
As a business leader, what solutions have you drawn up? What have they centered around? When you give feedback to your direct reports, how much praise and positive words do you give them before wielding the ‘big stick’? How really should it be?
Have you considered using feedforwards instead of feedback? What are they, and when should you give them?
