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EVO Ultra - Appraisals Question and Stack
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We believe that putting people first leads to better businesses
Anatomy of an engaging performance review A whistle-stop tour of the essentials for the EVO Ultra Mercury Group Presented by: Andrew Knight 16 th March 2022
A shift in workplace culture
Past
Present
Future
Paycheck
Lifestyle
Purpose
Job
Career
Portfolio
My manager
My leader
My coach (and mentor)
Annual appraisal
Regular review
Ongoing conversations
Employee deference
Employer accountability
Activism and advocacy
Job security
Job uncertainty
Free agents
Equal opportunities
Diversity and inclusion
Celebration and belonging
Source: Adapted from Gallup 2017
The case for performance reviews
Managers who involve employees in goal-setting are 3.6x more likely than other employees to be engaged
Employees who receive daily (vs. annual) feedback from their manager are 3.0x more likely to be engaged
Engaged employees generate 43% more revenue than disengaged employees
Source: Adapted from Hay Group 2009, MacLeod 2009, IMB 2015, CLB 2008
High engagement can lead to 3x profit growth, reduce staff turnover by 87% and improve performance by 20%
Where are you today? Do you…
Have accurate role profiles/JDs?
Measure input, output and/or outcomes?
Set goals and reprioritise regularly?
Continually coach and advise your team?
Review what and how work is done?
Consider a range of feedback sources?
Set clear expectations
50%
41%
44%
50% of employees clearly know what is expected of them at work
41% of employees strongly agree that their JD/role profile reflects the actual work that they do
44% of employees see a connection between their goals and their organisation’s goals
84% intention to stay
2.5x engagement
3.5x engagement
Source: Gallup 2017, Effectory 2019, McKinsey 2021
Designing my review
Agree clear objectives with me at the outset, measure my performance regularly, don’t move the goalposts
Focus me with high role clarity and emotional purpose
Give me absolute line-of-sight between your strategic objectives and my personal objectives
Where are you today? Do you…
Have accurate role profiles/JDs?
Measure input, output and/or outcomes?
Set goals and reprioritise regularly?
Continually coach and advise your team?
Review what and how work is done?
Consider a range of feedback sources?
Involve me
30%
20%
≅ 4.0x engagement 30% of employees strongly agree their manager involves them in goal setting.
100% of employees that had development conversations with their manager were almost 3 times more engaged
20% of employees have recently talked with their manager about the steps needed to reach their goals
2.8x engagement
2.8x engagement
Source: Gallup 2017, Effectory 2019, McKinsey 2021
Involve me
Source: Adapted from Gallup, 2017
Designing my review
Give me regular and meaningful feedback; don’t save things up for a formal review
Involve me in decisions to reprioritise my workload in real-time and explain why it’s necessary
Meet with me monthly for a structured review and if that’s not possible, no less than every six months
Where are you today? Do you…
Have accurate role profiles/JDs?
Measure input, output and/or outcomes?
Set goals and reprioritise regularly?
Continually coach and advise your team?
Review what and how work is done?
Consider a range of feedback sources?
Get rid of complex policies and rules
Constrain the box to constrain the bias § Open box = open bias § Do you need 5 performance rankings when 3 will do? § Adobe and Accenture abandoned annual appraisals in 2012 and 2016 respectively § Decouple pay from tenure and performance
Train, review, calibrate, evaluate, redesign § GE binned 30 years of forced rankings in favour of regular performance check-ins § Deloitte introduced to recognise performance and potential in 2015 § Microsoft has recognised collaboration and development since 2013
§ Amber Energy just introduced gender neutral family policy. § Netflix expenses policy “Act in Netflix’s best interests” § Bupa uniform policy “Dress for your day” § Virgin offered unlimited paid time-off from 2014
Source: Various
Designing my review
Leave as little room for subjectivity in the review process as possible; close the box, close the bias
Prioritise feedback from a broad range of sources and be transparent about the emphasis placed on them
Build reflective practice (action learning) into my review and allow me to lead it
So, what does good look like?
Review my energy, engagement, wellbeing, resilience, skills, personal development and priorities
Balanced scorecard which measures WHAT I’ve achieved and how I’m progressing
Feedback from colleagues, customers, peers and my manager on HOW I’ve behaved – 360° is a start
Goals and commitments: what I’m doing next and what my manager is doing to support me
Key takeaways
There is no magic formula, but regular and meaningful is a good rule of thumb
The most innovative organisations are moving away from annual appraisals entirely; could you?
Forms, systems, templates and guidance are fine, but managers need to be self-aware and tailor their approach
Feedback
The key things we have discovered
The outstanding questions we still have
Here to help
About us
The Spark Company (Human Resources) Ltd • Expert HR and change consultants • ‘Putting people first leads to better businesses’
Andrew Knight • Public, private and not-for-profit background • Passionate about positive workplace culture • Involved in 100+ acquisitions from 2015-2019 • Experience transforming HR services and systems at Bupa to benefit 8,500+ colleagues
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