It is time to retire, once and for all, the traditional employee performance review process.
Unfortunately, organizational leaders are mis-directed if they believe their present performance review process is achieving its desired results.
I would argue few organizational leaders and managers that do performance reviews, either annually or bi-annually, know and understand the true purpose for them.
If they did know and understand the true purpose of their performance review process they would be facilitating that process in a much different manner.
Most organizations do their performance reviews, if they do them at all, at of these times during the year:
- At year-end so as to determine year-end bonuses or salary adjustments for the new calendar/budget year, or
- At an employee’s employment anniversary date
The leaders and managers then use them to justify what most employees believe to be the true purpose of the performance review, which is to back into the bonus or salary adjustment that has already been determined by the budget or bonus pool.
The perception of the employee is that their leader or manager then tries to use the Performance Review process to justify the bonus or salary adjustment decision.
I would also argue that the performance review process, which includes a two or three parts, such as:
- Manager completes the “Performance Review” document with a scoring system offering a psuedo measurable way to evaluate performance, and
- The manager asks the employee to complete a “self-review” form to be discussed and compared with their performance evaluation form, and
- A 30-60 minute meeting is scheduled to “discuss” the employee’s year-long performance
…is both a manager’s most procrastinated on responsibility, and the most difficult conversation in which they have to engage during their entire a year (unless there is a significant disciplinary discussion that has to take place in between the annual performance review conversation).
What do you believe the purpose and reason for the “performance review?”
Please e-mail me as I would love your answer to that question.
I would like to offer a better way to manage performance.
I would like to offer organizational leaders a way for their managers to manage the performance of their direct reports at all levels of an organization that fulfills the only two reasons a Performance Management System should be used:
- To improve individual and team/organizational performance, and
- To build trust throughout all levels of the organization
We’ve Worked With Clients Whose Employees That:
- Need continual prodding to fulfill even the basic requirements of their jobs
- Are unwilling or unable to take initiative on items beyond what they believe to be their job descriptions
- Have actively proclaimed “its not my job” when asked by a teammate or supervisor to do something outside of their job description
- Continually drop the ball and fail to follow through on commitment
- Are resistant to organizational change related to adapting to new technology, or new policies, procedures, etc.
- Are resistant to organizational change related to adjustments in job expectations for which they were originally hired
If You Are Experiencing Any or All of the Above Here Is How We Can Help You:
- Identify the cause of the issues
- Identify effective, efficient and ever-lasting strategies to create a high-morale, highly-engaged and high-performance work environment
- Provide cost effective options for you to implement a program that will have long-term positive impact and results for your company
How We Would Initially Work Together:
- We would start with a frank discussion to jointly identify the specific objectives you would want us to help you achieve
- Together we would identify the specific ways we would measure the progress towards the achievement of those objectives so we know we are on course (or so we can make adjustments to ensure we achieve our project objectives
- Agree on the overall value and the ultimate purpose behind achieving the objectives so together we maintain focus and motivation to implement the initiatives despite challenges and resistance sure to come up along the way.
- Apply our 4-Step “Champion Organization” Development Process that includes:
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- Philosophy and Values Alignment
- Strategy Development
- Tactical Orientation
- Implementation Auditing
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The Best, Low-Risk Way to Get Started:
Our methodology is based on 28 years in leading successful business teams, the first 20 of those years were in professional baseball management where the fundamental concepts of the “Champion Organization” philosophy and methodology was developed.
I recommend you get started by downloading our free white paper report “The Secret 6-Step Formula for Creating a High-Performing Business Team That Delivers Champion Level Results.”
There are six (6) components to this secret formula.
But truthfully, the six components are no secret to organizational development and improving employee motivation, employee morale and employee performance.
The formula for bringing these six components together into a cohesive strategy that will make the difference once implemented in your organization, however, has been a secret ’til now.
These six components are also how Champion athletic teams in every sport recruit, develop and manage their athletes so everyone is focused and moving in the same direction.
Therefore, when you integrate these strategies into your company’s culture, you will be creating high-performing, high-morale, highly motivated and engaged work environment based on high-levels of trust.
In this report you will learn not just about these six components but how to implement them so they put your organization on the path to performming like a Champion:
- Recruit and Hire the “Right” Team Players is the most important part of creating a Champion team and is one of the biggest reasons our clients come to us.
- Set Clear, Measurable Expectations is one of the most often overlooked strategies because it goes beyond just creating job descriptions. It also works in conjunction with, and can be made part of the employee recruiting and hiring process so that the right team players know what is expected from them before they join the organization.
- Orient, On-Board and Integrate is another key area where many organizations can do a better job. Once a new hire is brought in to an organization it is vital to make sure they understand the organizations vision and purpose and how their contribution will make a difference.
- Provide Frequent Feedback and Coaching is something athletic teams do exceptionally well and a strategy organization’s in the business world need to adopt and apply at a higher level.
- “Clear the Swamp” Regularly so that all the issues that can be either real or perceived obstacles get out in the open and are addressed and worked through. Applying this process regularly is the sign of a high-trust, championship level culture and is a must for organizations and teams desiring to get to the next level.
- Develop Your Team Members gives everyone an opportunity to achieve their desire, their potential in your organization and to contribute at a high level. It is a natural by-product of a healthy culture and creates a high-performing organization.
…these are the six components that Championship caliber teams!
They are the same strategies applied by every Championship athletic team and high performing business organization. Our free White Paper Report “The Secret 6-Step Formula for Creating a High-Performing Business Team that Delivers Champion Level Results” will outline how you can apply them to your organization when you complete the order form below to download this free report today:
