HR Disrupted: It's time for something different by Adams Lucy

Author:Adams, Lucy
Language: eng
Format: epub
Publisher: Practical Inspiration Publishing
Published: 2017-01-04T16:00:00+00:00

How to move away from annual appraisals altogether

First of all, please don’t replace one standardised process with another. We’re all different from each other; what motivates me won’t necessarily motivate you, so the key to effectively managing performance is to individualise and customise as much as you can. Below are some alternative ideas for managing your employees’ performance in an adult-to-adult, personalised, and humane way.

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Set team objectives instead of individual ones. We routinely deliver and work through teams rather than as a set of disparate individuals. Some companies are experimenting with setting team based goals and reviewing the whole team’s progress, with good results.

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Refresh objectives regularly. Deloitte have found organisations which renew their objectives quarterly have a higher share price and performance rating than other companies.

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Tell your staff it’s up to them to take ownership of their performance. Increasingly companies are saying to new recruits, ‘It’s your responsibility to have conversations about your performance with your manager, and if you’re not doing that we want to know why.’ Adobe is one such organisation implementing an adult-to-adult policy in this way.26

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Develop the habit of having regular check-ins instead of an annual review, and recognise that managing performance is about having different types of conversations at various points in the year. They don’t have to be formal meetings – they can be conversations by the water cooler or in the corridor as you leave a meeting. How about going over to someone’s desk and telling her the way she just handled something was fantastic, or asking if you could look at a problem together and find a solution? This is a hard habit to instil but is effective and workable. IT company Atlassian have moved towards real-time coaching for their managers and leaders, as well as abandoning ratings in favour of establishing how often an individual has shown exceptional performance.27

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Enable your leaders to work as coaches so they’re able to help their people improve performance on the job. Show them how different types of performance conversations look can be done well.

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Develop a range of feedback mechanisms. Move away from a top-down approach towards feedback as a team, in which the team leader is not the ‘grownup’ but an equal participant. I was fascinated to observe the BBC’s News at Ten team members coming together in the newsroom after each broadcast, leaning on filing cabinets or on their desks, and reviewing that night’s show. It set the tone that responsibility for the programme’s success was collective; the team wasn’t waiting for Employer Mum or Dad to dish out the praise or the telling-off.

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Consider using apps, which are emerging as another way of giving feedback. We’re familiar with ‘liking’ posts on Facebook, so some companies are enabling their staff to give their colleagues a pat on the back through tapping on their phones. This is a great way of dismantling the highly structured, HR-owned world of appraisals by implementing something that could work for your people.

The irony is that when you stop doing annual

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