Appraisals are finished!! This is the title of a CIPD report. The sub title reads … What next?
The report follows the announcement that Accenture announces the end of annual reviews and Hayley Kirton suggests that appraisals are “An annual ritual both employees and their managers often end up dreading”.
So are appraisals finished? And if so what next?
I wonder if appraisals were ever truly effective.
Ask employees what is their opinion of the appraisal system and you will likely receive numerous negative comments for every positive comment. Not surprising when many managers don’t believe in appraisals, many supervisors don’t like conducting them and promises made during the appraisal interview are often broken. Employees complain because the previous years’ objectives and training plans are carried over to the following year, yet again! Add to this to the discontent that is caused due to grading systems that are too harsh or too easy, then little wonder many employees would rather give the appraisal interview a miss.
Some forward looking companies are getting to grips with their appraisal systems and performance reviews. Some are scrapping the system.
Some are moving away from appraisals (looking back and measuring) and towards performance reviews (looking forward and supporting/coaching)
The purpose of performance review procedures is to assist managers in achieving corporate goals, to give all employees support, training and development, and to encourage them to do their jobs well, progress, and receive recognition.
Performance reviews are different from traditional appraisals in that the manager and employee meet, not to review the year’s work but to see how the manager can assist the employee in being competent at the job, achieving goals, personal development and to foster positive relationships. Records are still kept and of course there has to be some element of looking back in order to measure progress. However the focus is on coaching and support.
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As with the traditional appraisal interview the review interview should give employees the opportunity to speak freely about their aspirations and concerns and should be a positive experience. The review interview is usually conducted annually with regular coaching sessions in between. |
The support procedure, sometimes known as job chats or coaching sessions should give employees support, coaching, regular feedback, clear and agreed objectives, direction and appropriate training to achieve the objectives. These meetings may take place as and when required at the request of the manager or employee but usually recommended to be a minimum, once a quarter. So for example well established employees may only need a review once a quarter, whereas a new employee, an employee taking on new responsibilities or an underperforming employee may be reviewed more frequently, weekly, fortnightly etc as required.
Self- appraisal is recommended as a positive technique for conducting review sessions. It is a process where the employee is given the opportunity to give personal opinions about his or her performance before the manager or reviewer begins to give feedback. This is a proven technique that usually facilitates a positive and constructive review session where the manager and employee work together to review performance and plan progress
Syd Strike has helped numerous companies redesign their review systems to make them more workable and to ensure that they become a positive tool for motivating employees and building high performing teams.
How does he do this?
It’s important that people believe in the process and so whenever possible Syd involves people at all levels when designing a new, effective review system. One company invited anyone who was interested to participate in contributing ideas to making the appraisal system work. After all the appraisees are the people who can genuinely tell you what it feels like at the receiving end of the interview. Managers and supervisors were also involved in the design process because they know what they would like the process to achieve in terms of helping them get the best from their teams. They also have the task of delivering the appraisals and can give down to earth comments on what will and what will not work in practice. Given all of this information, local knowledge from the company human resources manager, Syd’s experience and appropriate training, the end result was the production of an effective, bespoke review system that worked extremely well.
Given that many managers and employees believe that appraisals don’t work the question is … should appraisals be abandoned? And if so what will replace them?
To me the answer has always been very clear. Appraisals can be effective and it is possible to provide powerful feedback and motivation without the annual ritual. However the magic ingredient is … Getting managers to lead and motivate … this is the age old problem. There are managers who manage and there are managers who lead and motivate.
Which managers do you have in your company?
Emotionally intelligent managers produce better results.
Can we help you through training or coaching?
Or contact us to discuss a solution that will suit your needs |
