What are you doing when you conduct performance reviews? If that is the time you choose to tell an employee all about what they have done and what you think about it – you’ve probably already done it wrong. First, by the time performance reviews roll around, your employees know exactly how they are doing (albeit on their own terms) – and if they don’t already know how you, the boss, thinks about their performance, then look to your performance as a leader of people. Performance Reviews should be just that, Reviews; conversations summarizing projects, competencies, expectations, accolades, progress, opportunities, etc. – based on day-to-day interactions over the review period (and ONLY over the review period). Performance feedback and acknowledgements should be taking place every day in your workplace.
OK, so now that we have that straight, what exactly are you reviewing? In my old corporate HR days, we had an elaborate and time-consuming process of setting goals, developing metrics, and weaving an invisible golden thread from company objectives down to individual goals so each person could, theoretically, understand and track their contributions to organizational success. The process was so complicated that goals were often set well after the ‘performance period’ was underway. Throughout my HR career, I don’t think I talked to a single person who looked forward to performance review season – not the initial goal setting, the mid-year review, nor the end-of-year review. Goals that were set at the beginning of the year were dusted off and paraded around only for the mid-year and end-of-year reviews. It was treated as something that had to be squeezed into already busy schedules and the execution of the process was often painful for employees and bosses alike.
The one thing that could have made those performance reviews so much easier, less painful, and more effective – but was missing from the whole process - was the job description. The job description already has a functional description of the role, the knowledge, skills, and competencies required of a job holder, essential functions of the position, and other relevant information that tells everyone what to expect and how to determine if an incumbent is contributing effectively. The information on a job description is specific, measurable, achievable, and reasonable – OH, look at that -- almost all of the requirements of SMART Goal criteria! Even the last criterion, Time-bound, is added in the practicality of setting goals for a defined performance period.
Goals developed from a job description practically pop off the page, and I don’t have to do it myself, because the JuvodHR tool does it for me – a completely practical and obvious list of assessable factors based on the job description content. Finding the golden thread between an individual’s operational functions and broader organizational objectives is easy when looking at contributions through job descriptions. When I heard about JuvodHR and saw for myself how they combined the job description with the performance review, I admit to dropping my jaw in a Hallelujah moment. How very cool is this – an affordable, easy, and quick way to engage employees in a non-painful performance review process that can be accessed and used as often as needed within the partnership between an employee and his or her boss. Wow – a performance review process that can actually contribute positively to the employee experience!
Why do you need JuvodHR? Only you can answer that question, but consider this: What can be true for you if your performance process could contribute to better relationships, help facilitate a more engaging employee experience, and increase the effectiveness of performance conversations in your workplace?
Guest Author: Doreen Petty is a Business and Life Coach and owner of Doreen Petty Coaching, which she started in 2010 after a career spanning over two decades in Human Resources.