EVERYONE HATES PERFORMANCE REVIEWS
EVERYONE HATES PERFORMANCE REVIEWS
Managers and employees hate the performance review process. Even high performers
No-one wants to fail – they are either in the wrong job or lack clear direction and guidance
Some managers are better at performance reviews than others – causing inequities and demotivation within the team
Some managers are not able to deliver bad news
Some managers have “favourites”
An ill conceived goal and inaccurate assessment can be more damaging than no goals or discussion at all
Managers have so many priorities and business issues to deal with that performance reviews are low on their priority list even if they know they should do them
Employees wait all year sometimes to hear a good word about their performance – and are sometimes disappointed
Employees really just want to know what their increase will be
90% of employees already know if they have done a good job or not
There will always be people who seduce the canine and need to leave the organization – performance reviews provide documentation but don’t take action
No matter how simple you think the performance review process is, managers will feel it is too complex
What needs to happen (and it’s good practice anyway)::
Hire the right (competent) person to do the job (technical skills) with the right attitude (behavoural skills) and you spend less time managing them
Give competent people clear goals; competent people just want to know what they have to get done not the details of how
Tell them how they will be measured; Competent people just want to know how to know they have accomplished the objective in the organizations’ eyes (metrics).
Say thanks but you don’t have to over do it; competent people don’t need a lot of kudos
Make it clear and let them run; competent people expect their bosses to remove barriers – not micro manage
Train everyone; Leaders AND employees need to be trained in any program; not only so that the playing field is even but because if employees take some responsibility it fosters ownership and alleviates the leaders’ workload.
There is methodology that stems from the business strategy and planning cycle that organizations already do, that can be used to spin off an entirely different process; not the traditional performance review process. Organizations can remove the review process if they do it right and with commitment.
EVERYONE HATES PERFORMANCE REVIEWS - To learn more about this author, visit G.J. Miller's Website.
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We know from our experience:
Managers and employees hate the performance review process. Even high performers
No-one wants to fail – they are either in the wrong job or lack clear direction and guidance
Some managers are better at performance reviews than others – causing inequities and demotivation within the team
Some managers are not able to deliver bad news
Some managers have “favourites”
An ill conceived goal and inaccurate assessment can be more damaging than no goals or discussion at all
Managers have so many priorities and business issues to deal with that performance reviews are low on their priority list even if they know they should do them
Employees wait all year sometimes to hear a good word about their performance – and are sometimes disappointed
Employees really just want to know what their increase will be
90% of employees already know if they have done a good job or not
There will always be people who seduce the canine and need to leave the organization – performance reviews provide documentation but don’t take action
No matter how simple you think the performance review process is, managers will feel it is too complex
What needs to happen (and it’s good practice anyway)::
Hire the right (competent) person to do the job (technical skills) with the right attitude (behavoural skills) and you spend less time managing them
Give competent people clear goals; competent people just want to know what they have to get done not the details of how
Tell them how they will be measured; Competent people just want to know how to know they have accomplished the objective in the organizations’ eyes (metrics).
Say thanks but you don’t have to over do it; competent people don’t need a lot of kudos
Make it clear and let them run; competent people expect their bosses to remove barriers – not micro manage
Train everyone; Leaders AND employees need to be trained in any program; not only so that the playing field is even but because if employees take some responsibility it fosters ownership and alleviates the leaders’ workload.
There is methodology that stems from the business strategy and planning cycle that organizations already do, that can be used to spin off an entirely different process; not the traditional performance review process. Organizations can remove the review process if they do it right and with commitment.
EVERYONE HATES PERFORMANCE REVIEWS - To learn more about this author, visit G.J. Miller's Website.
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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