Performance Reviews - To Be or Not to Be?
(This came to me from an HR VP - Steve)
I've been asked to revisit our company's performance review system. I'm having difficulty finding a system that focuses more on development versus what an employee is/isn't doing. It's turned into a cumbersome task for my HR department, along with the various managers who complete them.
I wanted to ask what you're doing. Would love to hear your thoughts around these types of things:
- What's working?
- What are you doing if you don't have performance reviews?
- Are you teaching people how to develop their people, or just making sure things are filled out to be compliant?
- Do you feel your process is consistent and objective? How have you addressed subjectivity?
- Are they effective in moving people, and the company, forward - or is it just an exercise?
We want to have a process for our managers to connect with their staff on an ongoing basis. Your feedback and ideas would be very helpful. Thanks in advance for any insights you can share.
1 reply
-
My Company is not doing anything different in the performance review process and is not overall exceptional in the performance management process. However, what does stand out is that the Calibration process after reviews are completed is strong and well developed, which helps to drive the performance management process. Calibrations are completed down to the individual contributor, front-line employee level across the global org with open dialog and feedback during the discussions. I think that the level of transparency pushes leaders to be more aware of the performance management and development processes- everyone in the Calibration meeting can see when goals are not well written, performance issues that were not addressed, patterns of behavior, development is needed, etc... This makes the leader accountable to their peers, for better or worse. Questions are asked about development, potential and career interests during the Calibration discussion. I follow up Calibration discussions in my 1:1 with leaders for additional accountability related to performance and development.