The appraisal season is around the corner, and in the last few years, the year-end discussions have certainly taken a better shape. Many studies highlight that employee also appreciates receiving feedback, positive or negative, and wanting to have more of such insights to fine-tune and create better value for themselves and the organization. However, many of us have encountered situations where we had to lose some of our team members to underperformance, obvious that the poor performance is not encouraged in any organization that has lot at stake. But should the onus of such performance-gaps rests only on the member, or the leader above him/ her have also missed out to play their part? In fact, a recent Global Culture Study revealed that continuous performance feedback is one of the four most underutilized tools in employee engagement and culture improvement.
Perhaps, the leaders can make the entire process effective, by guiding, motivating, and navigating constructive performance reviews with sensitivity and preparation. With all the dos and don’ts around, the leaders can also practice the following to make the performance conversation healthier and make the most of this opportunity:
Get the ground ready – Offer a fortnight to your member to record down things that he/ she wishes to bring to the discussion table, with respect to the performance review. This should be independent of the performance data that you capture organization-wide, and your periodic evidence-based records. This will give them time to reflect objectively beforehand. No surprises, no churning of emotions of any sort in the eleventh hour.
Govern clarity – Very often we tend to facilitate such discussion using the sandwich approach, to tackle challenging conversations we deliver negative feedback in between two positive ones. But sometimes, because there’s no single, clear message this approach demoralizes your stars and falsely encourages your losers. Avoid sugar-coating areas of development and make it transparent where you truly demand performance improvement. Please remember you are not going to help him by offering vague statements.
Wear the hat of a coach – Don’t just finger-point what’s not working, and share generic advice on development. Assist them in thinking of and creating plans for how they can work out on areas that are calling for attention. Developing a mentor-mentee relationship with your employee can help make the performance review process more effective. So that next time both of you need not be spending your resources, and time listening to the same story.
Select the right words – During such critical discussions the language truly matters. Make sure the words and statements that you use are measurement oriented. Do not compare, your focus should be on the member you are at the very moment, and avoid refereeing to others whom you find doing great or letting any kind of Halo-effect / Horn-effect take over your senses.
