Inspiring Performance Conversations

Lengthy annual performance reviews are out, and continuous performance conversations are in. Why? Because we finally have “proof” that the former doesn’t work.

A recent SHRM research study revealed that 95 percent of employees are dissatisfied with their companies’ appraisal processes, and 90 percent don’t believe the process provides accurate information. A whopping 65 percent of employees say the current performance appraisal process interferes with their productivity.

What does work (and actually produces results) are frequent personalized performance coaching conversations.

Sounds easy, right? Maybe. Coaching, (the key skills in holding powerful performance conversations), unfortunately, is not something most managers have mastered. While often cumbersome, the traditional annual performance review allows managers to reiterate carefully crafted words instead of holding in-the-moment one-on-one conversations. For some, the coaching conversation comes with its own set of challenges.

To make the process smoother, consider these best practices.

  1. Introduce performance conversations early in the onboarding process. If you follow our recommendations for personalized onboarding, you’ll see that we encourage deeper conversations almost immediately upon starting the relationship. By letting new employees know they will receive frequent and continuous performance feedback, you set the stage and can transition with ease.

  2. Ask how often your employee would like to receive performance feedback (quarterly is our minimum recommendation, but some may prefer more frequent sessions). Each person is different. Some love frequent sessions, while others find quarterly serve their needs perfectly. Most, however, prefer to receive critical feedback in-the-moment, enabling them to improve immediately vs. waiting for a scheduled session.

  3. Set aside specific time for performance conversations (separate from regular one-on-ones or other task-update meetings). You want to separate them because these sessions requires a different set of skills and attention. When performance feedback is separated from tactical to-dos, feedback stands out more clearly. You can focus more on what matters most to them, as well as how you need them to grow and develop.
  4. Set a clear upfront agreement regarding the process and flow. To keep it simple, consider using what we call the “3+1 formula.” For each performance conversation, prepare three accomplishments or skills you observed since the last meeting. Offer high-level details that provide context. Next, share one area for improvement, which the employee can work on the next quarter in order to be more effective. The key is to be clear and direct, offering specific guidance about what the person can accomplish in a quarter. Consider what may be coming up (targets, end of quarter numbers, project milestones, etc.) for which the person is responsible. The more clearly you link the improvement to possible “wins” or results, the more likely the person will be motivated to accomplish it. Ask the employee to come prepared with their own version of the 3+1 list. Share your answers and identify overlaps or misalignments. Ask what the employee most wants to work on. It’s a great way to gain commitment. Next, start the coaching process.

To expand your skills in having powerful performance feedback conversations, you might find Performance Feedback Conversations Employees Love, Powerful Coaching Skills for Managers, and Ready to GROW, especially helpful.

Sharpening and practicing your coaching skills help activate team members and eliminate ineffective, cumbersome performance appraisals/reviews.

It offers employees a chance to work on and improve their skills immediately, rather than waiting six months to a year for much-needed feedback. 

 

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