Increasingly, both Employees and Managers are expressing their dissatisfaction with traditional performance management/appraisal processes, labeling them as stressful, ineffective and a waste of time. Many find them demeaning and demotivating, even if results are positive.
(e.g. “Congratulations, you’re a 5!”) How does giving out an annual number, build performance?
Yet, there is hope, as 15-20% of Employers have found ways to overcome this torturous ritual,
The positive feedback from their Employees includes,
- “My Manager lets me know what we need to do.” “We collaborate.”
- “Keeps me informed, coaches me as needed, but also provides positive feedback.”
- “My Manager supports me, so I trust him or her.”
These common sense statements are a surprise to no one. They do, however, motivate and engage Employees to contribute even better performance. So what’s the secret?
Trust
Employees who can count on their Managers, perform better. Not a surprise! Actually, there are a number of approaches here, (and none include an improved appraisal form!)
1-Commit to focus more purposely on Employee success
(Successful Employees = Successful Managers = Successful Organizations)
While Managers say most Employees (90-95%) want to perform well, traditional appraisals focus the negatives. Motivated and engaged employees, however, are 20-30% more productive.
Commitment includes assessing how your current performance practices could be improved. Suggestion-Perhaps get input from top Employees on ideas to improve the process in their eyes.
If we treat Employees like adults, and support their success, accountability is part of the deal.
2-Train Managers to coach and guide employees
(Most Managers are tossed into the job and expected to just “pick up” these key skills.)
The best Managers coach for success. Some are pretty good natural coaches, but many have never received training. Suggestion-Encourage your Managers to learn and polish their coaching skills.
3-Clarity and Contact
The clearer expectations are, the more likely Employees are to achieve them. If we also set the stage in advance, by being clear on the nature of support and coaching we’ll provide, we then lower uncertainty and stress, plus build confidence and trust in a “no surprises” approach.
In addition, when in contact by coaching during the year, we more effectively teach, guide or intervene, as required. Suggestion-Be clear at the start and coach during the year.
The bottom line is to rethink practices that no longer work and collaborate on new ones that do.