Rethinking the “Focal” Performance Review
Most companies I have worked for and worked with have a “focal” performance review process. This process is typically one review per year, completed by the manager with or without some sort of 360 review process. While some managers really take the process seriously and work hard to write a comprehensive review, many managers, especially with large teams, struggle to find the time to write meaningful reviews. The end result can be a process that is stressful to both the employee and the manager with less than positive outcomes. The focus can be on the areas of improvement and what the compensation increase is, rather than achievement and development.
There hasn’t been a lot of new thinking on this subject until very recently. Several thought leaders including Stanford’s Jeffrey Pfeffer in his Business Week article, and Marshall Goldsmith in his coaching work, have sparked an interest in looking at new ways to manage performance and more importantly, increase manager/employee interaction, employee development as well as overall employee performance and satisfaction.
The key is to make it a part of the culture and every day management instead of a “separate” activity done annually. The process also needs to have shared ownership with the employee. The focus needs to be on frequent reciprocal feedback and dialogue versus annual or semi-annual one-way feedback.
| Old Thinking | New Thinking |
| Annual process | Ongoing, continuous process |
| Manager Driven | Employee Driven |
| Fear based | Development based |
| Time consuming | Part of everyday management |
| Arduous | Meaningful, part of culture |
| Focus on compensation | Focus on building organizational capabilities |
Whatever performance review process your company uses, you can find ways to incorporate “new thinking” into your every day management. An easy place to start is to focus on meaningful 1:1’s with your team. They can be an incredible way to build trust, get and give feedback, and brainstorm on new ideas and new ways to work. Ask each person on your team to think about what they want from their 1:1’s. You can work with each person on your team to try to make 1:1 time as meaningful and productive as possible.
As a people leader, the most important part of your role is leading and developing your team. Finding the balance between the day to day work and leading can be a challenge. The more you develop and engage your team, the more you should be able to take off your own plate. Focusing on your team will make your job (and maybe even your life) much more meaningful and impactful.
