peer response – Consider the performance review process at your organization. Is it simply an exercise, or is it valuable for managers and employees?
QUESTION
please response to the 2 peers listed to the below topic
Performance Reviews
Consider the performance review process at your organization. Is it simply an exercise, or is it valuable for managers and employees?
Assess the performance review system, using the prompts below:
- Does the review have a self-assessment component?
- Does the process lead to an individual development plan?
- Does the financial and performance discussion happen in the same review?
- Are the outcomes of the review tied to any talent management opportunities?
What two changes would you advise the CEO to make in your organization’s performance review process?
peer#1 matthew
Greetings,
Performance Review Process
I have yet to fully experience the performance review process within my new organization, so I will examine the differences between the startup company we were and the global company we are in now. Although our bigger organization has a refined process including self-assessments, IDPs, and nested goal setting, it is largely regarded as busy work. The managers on our team give feedback mostly based on events or when they get feedback from a customer or colleague. These informal performance discussions carry much more weight because of their candid and caring nature and add value by giving us behaviors to work on.
Self-Assessment
During our informal discussions, our managers will likely ask how we think we did in each situation. I’ve noticed that this question can serve two purposes. It shows how self-aware you are by noticing where you can improve, and it gives the manager the ability to identify a mutual problem and allow for further discussion (1). The self-assessment tool we use now just prompts us to acknowledge if we reached our stated goals from the previous year. I admittedly did not write any comments and just checked yes or no.
Individual Development Plan
Our manager will often call at seemingly random times and ask us what we want to do and how can he help us get there. These discussions happen often so there is usually nothing unexpected here, but mostly a check on if our performance is leading us where we want, or do we need to change course. This interaction also serves as a reminder of what behaviors we need to improve upon to keep progressing.
Financial Discussion
My only experience here has been a raise at the end of the year that I was told about over drinks at our national sales meeting. If we have a formal process for this, I am unaware of it. But the way my manager presented this to me, and the atmosphere made it feel very celebratory. The background of this discussion made it more impactful and memorable. I would prefer that was much better than an office meeting because it separates talking about your performance and allows you to celebrate a win.
Review Outcomes and Talent Management Opportunities
Like the informality of other performance related discussions, when opportunities come, there’s a short list in our manager’s head and he knows who is ready for the job. Our managers make these informal processes work so well because they care and because they have demonstrated their buy-in to the team, we trust them deeply. This high level of trust allows them to be relaxed and not have to design rigid mechanisms to manage us. As we grow larger, the need for such mechanisms will become greater because our teams will change, people will move on or be promoted, and it takes time to build this kind of trust. I believe its easier for most organizations to build a framework that they can look and understand than it is to cultivate an environment that makes everyone feel so comfortable that everyone is an open book.
Matt
References:
- JWI 520. Week 7 Lecture Two: How to Give Constructive. Candid Performance Feedback. Retrieved from www.strayer.edu
peern#2 hashina
Hi Dr. C and Classmates,
Consider the performance review process at your organization. Is it simply an exercise, or is it valuable for managers and employees?
The review process appeared simple at first, but I discovered it is nuanced. The first time I did performance evaluations, I had to do them over again because I had no training on how to conduct them correctly. I believe my assessment of the staff was correct because I worked with all of the 35 staff members at proximity throughout the year and witnessed many of their unseen victories, whether in consumer service or interviewing participants. I felt that it was a useful tool when I did what the lecture notes (JWI 520) recommends, having informal conversations throughout the year that do not go to HR. Nobody was surprised when I spoke to them.
Does the review have a self-assessment component?
At my agency, there is no self-assessment component. The review chiefly discusses your findings of you during the year. If there was an issue, say you were late or called out often, you will have a verbal warning then a written warning. Those incidents will be a reference to your review.
If you are an average employee, you are given a satisfactory grade, a number two.
Does the process lead to an individual development plan?
I do not believe it does. I recall an employee had several clients complain about her poor consumer service. She was mandated to go to training, which she attended, but sadly, her manner did not improve. As far as I know, no consequences were attached to her poor behavior. Jack mentions that when we keep low performers, we lessen our abilities to remain competitive. (Welch,2) Which is what happened. We heard many clients leave us to go to our competitors.
Does the financial and performance discussion happen in the same review?
No, it does not. The review does not always mean a raise.
Are the outcomes of the review tied to any talent management opportunities?
I think that is the disappointing part. People apply for jobs posted. There are no promotions based on reviews at my agency.
What two changes would you advise the CEO to make in your organization’s performance review process?
- Review an employee informally, throughout the year, but have a six-month semi-formal review.
- Allow peer reviews.
Sources:
- JWI520. Lecture 7.
- Jack Welch. 2004. Winning.
ANSWER
Response to Matthew
Hello Matthew,
Thank you for sharing your insights on the performance review process in your organization. It seems like your company values informal performance discussions and feedback based on events or customer/colleague feedback. These informal discussions hold more weight and add value by providing specific behaviors to work on. It’s interesting to note that self-assessments in your organization are limited to acknowledging if stated goals were reached, and you mentioned that you didn’t provide any comments. Incorporating a more robust self-assessment component could foster self-awareness and promote constructive dialogue between managers and employees. It allows individuals to reflect on their performance, identify areas for improvement, and share their perspectives on their own growth and development.
Moreover, the individual development plan (IDP) discussions initiated by your manager sound valuable. Regular check-ins to assess performance and align goals with career aspirations can help employees stay on track and make necessary adjustments. To further enhance this process, establishing a more structured approach to IDPs, setting specific objectives, and documenting action plans could contribute to individual growth and professional development.
Your experience with financial discussions during the performance review highlights the importance of creating a celebratory atmosphere and separating discussions of performance and rewards. Recognizing achievements in a positive and memorable way can enhance employee motivation and reinforce a culture of appreciation.
Lastly, your observations regarding talent management opportunities tied to review outcomes indicate that your organization relies on informal processes and the trust between managers and team members. As the organization grows, formalizing talent management opportunities and linking them to performance reviews can help ensure fairness and transparency in career progression. Creating clear pathways for advancement and development based on performance assessments can provide employees with a sense of direction and motivation to excel.
Overall, your insights highlight the significance of blending informal performance discussions with more structured components, such as self-assessments, individual development plans, and talent management opportunities, to maximize the value and effectiveness of the performance review process.
Great input, Matthew!
Response to Hashina
Hi Hashina,
Thank you for sharing your perspective on the performance review process in your organization. It’s interesting to learn about your experience and the nuances you’ve discovered in the review process.
The absence of a self-assessment component in your organization’s review process limits employees’ opportunities to reflect on their own performance and identify areas for improvement. Incorporating self-assessments can foster self-awareness, encourage personal accountability, and open avenues for constructive dialogue during the review discussions. Employees’ self-perceptions can provide valuable insights and help managers gain a more comprehensive understanding of their strengths, challenges, and aspirations.
Additionally, the lack of an individual development plan (IDP) hampers the process of aligning employees’ career aspirations with organizational objectives. IDPs enable employees and managers to collaborate on setting goals, identifying developmental opportunities, and outlining strategies to enhance skills and competencies. Introducing IDPs can empower employees to take ownership of their professional growth and provide a roadmap for their development within the organization.
Separating financial and performance discussions within the review process, as you mentioned, allows for clearer focus and prevents the review from being solely associated with monetary aspects. By keeping these discussions separate, organizations can foster a more comprehensive dialogue about performance, achievements, areas for improvement, and career growth. This separation acknowledges the importance of recognizing and addressing performance aspects independently from the financial aspect.
Furthermore, tying review outcomes to talent management opportunities can incentivize high performance and provide employees with a sense of purpose and progression. Creating pathways for promotions, skill development programs, and succession planning based on performance reviews can motivate employees, boost engagement, and contribute to a culture of meritocracy.
Considering the observations you’ve shared, I would advise the CEO of your organization to introduce a self-assessment component to promote self-reflection, establish individual development plans to align employee aspirations with organizational goals, ensure separate discussions for financial and performance aspects, and link review outcomes to talent management opportunities to drive employee growth and retention.
Thank you for your valuable contribution, Hashina!
