When we last looked at performance reviews, we saw that more regular and less structured feedback and conversations are rapidly replacing the annual review. At a recent open day at the Australian Institute of Management (AIM) I listened to Kerrie Yates, Consultant at Catalyst Learning and Development, explain exactly how to go about holding an effective, productive performance conversation. This is what I learned.
Many managers find conversations about performance the most difficult part of their job. Participants in the AIM session ‘Effective performance discussions’ expressed the opinion that they were not insufficiently coached and trained, particularly when it came to discussions about behavioural issues, rather than measurable KPIs. They agreed that more of their time was spent on poor performers than good performers, as poor performers required more managing, attention and training – at the expense of good performers, who were often penalised by being piled with more work. Many expressed the fear that star performers would leave the team or the organisation because they did not feel positively acknowledged for their high performance.
BLOCKS TO EFFECTIVE PERFORMANCE CONVERSATIONS
Yates identified these blocks to effective performance conversations, as felt by managers:
The session then focused on how to have a performance conversation and how to deliver feedback, beginning with thorough preparation.
BEFORE THE CONVERSATION
Give the team member notice, and set expectations for the conversation. Nobody will respond well if they feel ambushed. Say something like, ‘I’ve noticed that your last two reports have been late and I’d like to talk to you about that. How about straight after lunch?’ The person is clear what the conversation will be about and can think about their response.
Be fully prepared and know and discuss the facts. Consider the solutions rather than only focusing on the problem. Describe the impact of the problem at the individual, team and organisational levels. For the late report, for example, you may say, ‘Because the report was a day late, I was unable to review the figures and there was an error in the budgeting. When I presented it to management, they picked up the error and it seemed like our team hadn’t done the research properly. I’m concerned that we might not get the budget to get the project done.’
Consider how the person might respond, and be prepared for their response. Think about how you feel about having the conversation: What language will you use? Do you have some responses ready? Of course, you can’t control every situation, such as when issues outside the workplace are affecting a team member’s performance and they respond by bursting into tears, for example.
HOW TO DELIVER FEEDBACK: A QUICK GUIDE
Positive feedback is aimed at acknowledging good performance and promoting more of it. However, saying something like, ‘Well done on the report’ is not enabling the person to understand what was done well, and to do more of it. Yates offered the following, stressing that it is a guide and not a script:
Feedback for improvement is more challenging, but the following framework makes it less stressful. At all stages, ask open questions (i.e. ones that cannot be answered yes, or no, or with any other one-word answer).
Performance measurement and holding performance discussions is complex, and people are messy (and I’m not referring to the state of your desk). As Yates stressed, there is no ‘magic formula’ for performance reviews that will work in every case. Take the situation where a talented person is in the wrong job because the company was desperate to fill the position when they hired; or where a high performer’s performance drops, but they still outperform the average employee. These situations can give rise to complex conversations. Hopefully you will find some pointers to holding effective performance discussions. AIM has many events and resources Australia-wide for mangers, leaders and aspiring leaders: see www.aim.com.au/events.
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