Four,Secrets,Pain-Free,Perform business, insurance Four Secrets to Pain-Free Performance Reviews

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Most of us, managers and staff alike, appreciate the value ofmonitoring peformance and encouraging development. However, sometimes,the whole appraisal process can become just another hoop to jumpthrough, with laborious form filling, and a sense of "fait accompli" tothe whole procedure.Outstanding performance doesn't usually happen as a result of a once a year performance review.Theword "appraisal" often means, in reality, a "tricky" conversation, forboth manager and employee. For the manager it often coincides with oneof the busiest planning times of the year, so also often means a hecticschedule of individual meetings, preparation and writing up copiousnotes and forms which will need to be slotted in somewhere between allthe other competing tasks. Moreover, there is often a sense that thisrather stilted process concludes with both parties feeling it has beenless than satisfactory, and rather de-motivating or "unhelpful".Sohow can managers best structure such reviews and opportunity forfeedback, iIf the desired outcome of reviewing performance is to ensureindividuals recognise and play to their strengths, support developmentof skills and knowledge, and motivate staff?The most effective managers have a performance management routine.Recentstudies show the most effective managers ensured that, no matter howbusy their schedule, they found time in their diaries to follow aroutine of meetings and conversations which were focused on theprogress of each person's performance. The objectives for thesemanagers were simple:Keep these meetings simple, frequent,future focused and an opportunity for the employee to keep track ofhis/her own performance1. Simple No complex forms to fill in;no alien terms or beaurocracy. Focus on what to say to each employee -and how to say it. If your organisation does have complex forms, whenit comes to form filling at the end of the year, if you've followed thenext steps, completing this will become far easier, and will hold nonasty surprises for the employee. 2. Frequent Once a year is notenough! No sportsman would wait until they'd done their race orcompleted their competition, before seeking feedback from their coach!Rather too late by then! Feedback needs to be timely, to allowopportunity to understand and discuss talents and strengths, toconsider personal goals, to understand recognition needs and considerhow best to support growth and development which will maximise thatindividual's engagement and motivation.Meet at least once aquarter; sometimes more frequently. And always try to follow upsignificant successes (or concerning behaviours) as close to thespecific event as possible.The research showed, the bestmanagers took only an hour per quarter, per person, discussingperformance. Not too much to ask for busting the targets!3.Future focused Great managers revealed they did do a brief review ofpast performance at these meetings - but only to highlight discoveriesabout that individual's style or needs. They focused on what "could be", rather than allowing discussion to focus on recriminations or blamewhich leads nowhere.4. Employee tracking In many companies,performance appraisal is something that just "happens" to the employee.They sit relatively passively, waiting for judgement from theirmanager. They react.Even if they are asked to review their ownperformance prior to the meeting, it becomes a bit like a negotiationrather than a genuine and helpful discussion! The employee, knowing thescoring system, ranks themselves high hoping to end up somewhere in themiddle!Great managers seem to realise this is less thanproductive. They encourage each employee to keep a personal record oftheir own performance and learnings; their goals, successes, challengesand discoveries. This personal record is not designed to be evaluatedformally or critiqued. Rather, it is to allow the individual to takeresponsibility and feel a sense of accountability for their ownperformance.Short term performance goals can still clearly beagreed, but the rest of the record is part of a private document, whichthe employee can choose whether or not they share.Follow thesefour rules and performance management can become less of a chore, andmore an opportunity to motivate and develop your people!For some further tips on how to prepare for these meetings, and some good questions to ask, look out for future articles! Article Tags: These Meetings