Channel Eye has joined forces with Royston Guest, leading Business Growth Coach and CEO/Founder of Pathways Global, in our column, ‘Ask the Business Coach’.
A common mistake in many organisations is emphasising performance conversations solely during the formal yearly or half-yearly appraisal.
If you implement a robust performance framework which embeds a culture of live, in-the-moment feedback, the annual and half-yearly performance reviews should be the fastest and easiest conversations you have all year.
Three key takeaways
- Don’t call them appraisals; call them performance reviews.
- There should be no surprises at the end-of-year review.
- A robust performance framework is essential when performance is related to pay.
Episode timestamps
- [0.50) My simple answer, as a standalone activity, is yes, end-of-year appraisals are outdated. As part of a performance framework, then not.
- [1.40] Your annual performance review should be the easiest conversation in the calendar year because you have had regular performance conversations throughout the year. There should be no surprises at the end-of-year discussion.
- [2.20] You should do a minimum of formal performance reviews at the end-of-year and half-year mark, especially if you implement performance-related pay. At the quarterly mark, you can have informal check-ins and ad-hoc conversations.
- [3.33] When linking pay to performance, you must be able to measure three things. Firstly, individuals are clear about their objectives/goals/deliverables. Secondly, clear ‘measures that matter’ should be implemented to measure the desired results. Thirdly, the overall outcome should measure both results (50%) and behaviours (50%). This focuses on both WHAT you delivered and HOW you delivered it.
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