It’s evaluation time again… and for too many reasons many managers and staff do not enjoy the experience.
Performance appraisals, whether they occur every six months or annually are usually met with a sense of dread from just about everyone involved. They can be a very confronting experience for both managers and team members as the work of an individual is being assessed. Many of us define ourselves at least in part by the work that we do, so the act of someone evaluating this (and potentially criticising it) causes a level of anxiety. The person delivering the evaluation is acutely aware of what it feels like to have your work assessed in this environment, and most likely does not want to hurt or offend, but wants to give a constructive appraisal.
Amidst the obvious tension and emotion that comes with appraisals, it’s easy to forget that they present a forum for two-way dialogue and a way for the individual, and therefore team to improve performance in the future. In fact, there are some people who get excited by the thought of feedback, even critical feedback – after all, it is a form of attention. No feedback of any sort can be interpreted as apathy.
Managers must commit to giving regular ongoing feedback throughout the year. Every team and every business should encourage people to develop the skills to give and receive feedback on a day-to-day basis. It should be seen positively and become part of the culture. And if this is happening, there should be no surprises at appraisal time.
Possibly the worst outcome of a performance appraisal is for the individual to receive criticism or negative feedback that they were completely unaware of or oblivious to prior to the appraisal. A performance evaluation is a chance to recap on the last six or 12 months and discuss the general direction of performance. The role of the manager is to provide ongoing and regular feedback so that the individual has regular chances to improve or change performance for the better.
The fact that many performance reviews are tied to scoring systems and resultant pay adjustments means that the manager will be met with outrage if the interview is the first time the person is told that they are under-performing.
Both manager and team member need to prepare for performance appraisal interviews. The person being appraised needs to review his or her own work critically and consider what needs improving. Maybe they need to prepare for the possibility that their work will be criticised and that they may have to change their behaviour in order to achieve better results. Isn’t it better for an individual to bring this up at the appraisal first?
It is in the interests of all involved for performance and output to improve. It is also important to summarise the work you have completed and the changes you have made over the evaluation period. You may need to highlight what achievements you have made, things you have done behind the scenes. If your boss is unaware of the amount of work you have done it is inevitable that your appraisal will be less favourable than it should be. So get in and be forward about your strengths and areas for improvement. And ask for feedback if you are disappointed you are not getting enough!
Managers need to prepare for appraisals, thinking carefully about the performance of the person they are appraising. The best appraisals result when there has been a performance plan clarified at the outset, with targets to reach, specific goals and indicators to achieve and timelines known. If feedback has been given along the way, the appraisal can move more into the area of career discussion, future projects and skills to be developed in the coming period, rather then a hurtful rehash of past activity.
Positive feedback will motivate, so remember it works both ways, and is too often neglected. Constructive feedback, ideally given throughout the year, always helps improve performance so make sure it is given regularly and with specific points, with maybe coaching and support to follow.
Appraisals can be a positive experience. It will help immensely if both parties enter the interview with a view of mutual improvement. It is often seen as an endpoint, a summary and review of previous work, but it is actually the best type of starting point to move forward and improve yourself and your manager/team member working relationship.
Psychologists Eve Ash and Peter Quarry have produced many videos on feedback and appraisals and how to make them work best.
Smart Company is the leading online publication in Australia for free news, information and resources catering to Australia’s entrepreneurs, small and medium business owners and business managers.
