Let’s face it: typical performance management systems can be painful. No one enjoys the stilted, scripted, and awkward process of the yearly performance review. The results of the typical performance review are not particularly inspired or useful, often uncomfortable, and the process itself can even damage employee (and management!) morale.
With a never-ending to-do list and limited resources to accomplish the organization’s strategic goals, many nonprofits don’t see the value, and end up putting performance management on the backburner. But neglecting the performance review process altogether is also a mistake. The performance evaluation process has the potential to be a positive, productive, and collaborative process that affirms an employee’s contributions to the organization and highlights opportunities for further growth. Employees need and want feedback on how they are doing, and performance conversations create space and offer an important opportunity for collaborative conversations between an employee and their manager. When employees are clear about performance standards and how to achieve them, everyone succeeds.
If your performance management system could use some attention, there are simple strategies to help you can employ to revamp and rejuvenate your performance management process:
1. Set them up to succeed.
By the time a successful hire is made, the organization is often desperate for that individual to be up and running in the role, and the onboarding process suffers as a result. To maximize the chances that a new employee will succeed in their position, set them up for success by completing a thorough orientation to the role. Employees need to be clear on what is expected of them and how they can meet those expectations. To that end, make sure you provide a job description on an employee’s first day. Go through it with them and provide examples of what good performance looks like so they can accurately visualize themselves excelling.
Once the expectations are clear, put the employee in the driver’s seat when it comes to their own job performance – they need to feel trusted and empowered to do well! Expect employees to be responsible for their own performance to inspire a culture of ownership and accountability.
2. Follow the 3 C’s of effective feedback.
Consistent: Have performance discussions frequently to identify progress and barriers within the performance plan and adjust where needed. Take note of teachable moments, and consistently take advantage of opportunities for coaching. Providing consistent, in-the-moment feedback means there are no unpleasant surprises at performance review meetings. Schedule 1-1 check-ins on a regular basis (at least monthly) with all employees to create the structure that allows for timely feedback!
Concrete: Disciplined or terminated employees should have received consistent (written and verbal) feedback specifying exactly how their performance was not meeting expectations and detailing the expected improvements. Keep feedback constructive by supplying concrete examples of what the problematic behaviour looks like and include specific examples of improved behaviour.
Collaborative: Feedback should have a collaborative tone. Create an open dialogue and ask your employee to participate equally. Ask employees for suggestions and solicit their input during feedback conversations. Be curious, and make sure you’re not missing anything. An open approach ensures that the employee understands the feedback you’re providing and helps ensure they’re on board with any necessary changes. During feedback conversations, keep in mind that your employee knows themselves better than you: they may have suggestions for supporting their development that you haven’t thought about!
3. Document! Document! Document!
When it comes to performance, maintaining accurate documentation is key. Just because coaching is ongoing and in-the-moment feedback happens organically doesn’t mean that documenting those conversations should fall through the cracks. Keep clear written notes and details of any conversations that have occurred so that you have a complete and accurate history of the employee’s performance.
Keeping clear records helps commit conversations to memory, can help with preparing any necessary reports, and also ensures that both employee and employer are held accountable for following up on any next steps agreed upon. Close the loop by providing any relevant formal documentation to Human Resources for inclusion in the employee’s file.
4. Celebrate what’s going well.
Too often we are focused on what is going wrong with employees and neglect to notice and celebrate all that is going right! Commit to fostering a culture of appreciation throughout the performance review process by making note of what each team member has done well and delivering two positive messages for every corrective message.
The take-away? Focusing on more regular feedback actually saves you time and increases performance, engagement and morale!
Engaged HR transforms workplaces by providing essential human resource management services and expertise to nonprofit organizations and small to medium-sized business. Whether you are building your start-up HR program, facing people-management challenges, or growing your business, Engaged HR will help you create a great place to work.
