When performance review time rolls around, there’s a general angst among those being reviewed and the reviewers. Managers hope to motivate employees to change and when employees fail to improve, their careers are jeopardized.
Much has been written questioning the need for performance reviews. Managers already burdened with a heavy workload don’t take the time to give serious thought to the behaviors an employee needs to change, sending the employee the message that performance reviews are just another item to check off the to-do list.
According to a recent study by Joseph Grenny, author of the best-selling book, “Change Anything,” 43% of employees experience the same feedback in their annual performance reviews. The study was based on an online survey of 642 people, and 87% of them said they left their reviews without a plan to better meet their manager’s expectations.
The majority of employees surveyed — two out three — said they received negative feedback during their performance reviews, but just one in three ever made a dramatic change as a result. How can the same employee receive the same negative feedback year after year and do nothing to change?
In Change Anything, Grenny writes,“Having detailed performance feedback is imperative, however is not sufficient to produce changes in behavior.” While the information is critical, reviews fail to create lasting change because employees lack the ability to put the feedback into action, and that leads to frustration. Keeping the same negative conversation going for years is not a good development plan.
Performance improvement plans are not effective because they overlook three major areas that influence behavior: personal, social, and environmental sources. When these areas are ignored, employees typically continue to receive the same negative feedback and miss out on career opportunities.
Employees who leave performance reviews without a clear plan of action only become more confused. They want to meet their managers’ expectations but they don’t understand what they need to do to change.
“Employees with the right sets of skills can turn their manager’s feedback into positive plans to improve performance and make a greater contribution to the organization,” Greeny said.
Here are some ways to make the most of your performance review by incorporating personal, social, and environmental sources.
Ask for detailed feedback. Specifically ask for information that allows you to know the exact behaviors to replicate and change.
Invest in your professional development. Seek out workshops and training that will help you develop new skills. Actively pursue the skills needed to be a top performer.
Find a mentor. A good mentor can help you develop your skills in a trusting relationship and give you practical information. Part of the change process is modeling a good mentor and implementing new behaviors.
Take charge of your workspace. Change habits that prevent you from growing. For example, you may struggle with unnecessary interruptions. If you workspace is in distracting area, asked to be moved to a different location. Develop an awareness of your surroundings and influences.
Keep your manager informed of your progress. You might request meetings to review progress on a more frequent basis, such as weekly or quarterly. Keeping an accomplishment journal can help you with future discussions with management and show your manager you are serious about changing.
Performance reviews don’t have to be a dreaded conversation, especially if you prepare for them. Even if you have received negative reviews in the past, you can make changes if you take charge and develop awareness.
Have your performance reviews helped you change?
