48

When you want to improve people’s performance after annual reviews

Every year, my children show their school reports to their proud father. Like most reports, they focus almost entirely on how they’ve done during the past year, with a couple of comments about how to improve next year.

A lot of staff appraisals are like that: lots about last year and less about next. These serve a purpose, but often can be too retrospective and “discussing”, rather than future-focused and “directing”.

Hold Previews, not Reviews

There are lots of reasons for reviews having this past-focus. One is the title. Calling them “Reviews” leads people to review past performance, much like a school report.

My company – and many of my customers – never have performance reviews. Instead, we add a “P” to the title and have Previews, often accompanied by a benefits-rich subtitle “Ensuring you have a great next year”.

This changes everyone’s focus entirely. And although our previews contain some past-based discussions – we mustn’t ignore last year, after all – the overwhelming focus is on how we can make things even better next year.

Self-test 1 – Review and Preview
During your staff reviews, what’s the split between discussing the past compared to the future? 50:50? 90:10? 10:90?
Does this split feel appropriate? Or would you both benefit from being more future-focused?
What change(s) could you make to improve this?

Focus on the “What and how”, not just the “What”

Imagine a sales team of two people. One smashes targets all the time, but is horrible to work with; the other sometimes hits targets, but embodies your company’s values and is a joy to work with. Which do you value most?

This isn’t an easy question, and there’s no “right” answer. But to deliver great (p)reviews, you need to:

  • Know which is more important to you.
  • Ensure your (p)review materials support this. For instance, I’ve seen companies say “The customer is king”, but their review forms focus almost entirely on whether staff hit their sales numbers for different product lines.
Self-test 2 – What and How
During staff reviews, what’s the split of discussing what people do, compared with how they do it? 50:50? 90:10? 10:90?
Does this split feel appropriate?
What change(s) could you make to improve this?

Get the foundations right

(P)reviews are like buildings: the foundations are essential. And although nobody would ever say “Hmmm, nice foundations”, you’d sure miss them if they weren’t there.

Self-test 3 – The Foundations
Do you always do all of these?
1. Arrive on time to the review, with a clear diary.
2. Give them 100% of your focus, and not be distracted by outside issues.
3. Allow them to overrun if needed.
4. Use a suitable venue.
5. Keep the date sacred (never bumping it for something “more important”).
6. Ensure total confidentiality.
7. Complete your pre-work.
8. Ensure that, in the meeting, they speak at least as much as you do.
9. Recognize successes.
10. Proactively manage underperformance.
11. Work so closely with them throughout the year that the meeting contains no surprises.
12. Make sure you both have actions at the end.
13. Do your follow-ups on time.
14. Manage your team properly during the year, not just for a one-hour (p)review.
15. Think the meetings are worthwhile.
16. Ensure your colleagues think they’re worthwhile.

School reports are useful. Parents Evenings that discuss “next year” are even better.

Staff reviews are useful. Previews are even better.

Which do you do? And, what change(s) would improve this?

c48-fig-5002

..................Content has been hidden....................

You can't read the all page of ebook, please click here login for view all page.
Reset
3.15.27.232