Even the best of the best and the high performing employees are subject to the hazards of the workplace that can lead them towards another employer. Those hazards? Disengagement, poor communication and a lack of goal alignment can drive employees to find another company who will provide solutions to these problems. There are common causes of the “quits” and some recurrent behavior of those team members who are on the verge of giving you their two weeks’ notice. Don’t worry… there is a solution. Continue reading Do Your Employees Have a Case of the Quits?
Everyone makes mistakes, including during performance reviews. Despite the fact they are supposed to help solve issues in the workplace, individually and team-oriented on a grander scale, managers sometimes make these 6 mistakes during the appraisal.
Unfortunately, these erroneous habits can make for the worst performance appraisal ever. Don’t worry though, there is a bright side… we’ve given you ways to correct these blunders and turn them into your own performance appraisal best practices. Continue reading 6 Surefire Ways to Conduct the Worst Performance Appraisal Ever
The performance appraisal. Love it? Hate it? Honestly, when it comes to employee performance there really isn’t any other way to improve the quality of their work. However,there are ways to botch the process if you don’t conduct these vital performance methods correctly. Whether your organization likes formal performance appraisals or prefers a casual, real-time approach, there are ways to make sure your team gets the most out of your feedback. Thorough communication and preparation lay the groundwork to improve employee performance. Here are four ways to get started: Continue reading How to Improve Employee Performance in 4 Steps
“On those occasions when managers lead truly high-performing teams, someone still must be ranked low, despite meeting performance plan goals. To replace that person with an unknown is expensive.” 
- Grading on a Bell Curve rations high performers, regardless of those who perform well. These are (typically) the top 10% of the workforce.
- Forced rankings set a “losers” group at the bottom of the employee food chain. These are (typically) the bottom 10% of your team.
- Then there’s everyone else, the middle of the herd. Because they make up 80% of the employees you just scaled, that’s where your budget for employee growth goes.
“The most comprehensive application of a dynamic performance management system occurs when the cause and effect connections of current performance are used to define and align future performance. In the field of human resources, the latter connection can be achieved by incorporating the concepts of goal setting and performance improvement plans into the feedback processes of a performance management system.”
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- What is important to organizational success and how does my team work towards those accomplishments?
- How will I measure my employees’ performance?
- Who will be involved in the 360 degree feedback?
Share this information with your team. The more they know about the performance appraisal ahead of time, the less apprehensive they will be during the review. Because it is a 360 degree feedback, you want employees to be involved in the assessment of their performance. We said in a previous post:
“Performance reviews are not one-sided, or at least they shouldn’t be. The dialogue between a supervisor and their employee is invaluable to the successful outcome of a performance appraisal.”
“The question becomes even more perplexing when you consider how important performance reviews are to effective employee development. Done correctly, performance reviews inspire greater and greater levels of success. They motivate our people to contribute toward critical business goals to develop their skill sets, and to reach their full potential.”
“…We find it telling that the people who find it difficult and stressful to deliver negative feedback also were significantly less willing to receive it themselves. On the other hand, those who rated their managers as highly effective at providing them with honest, straightforward feedback tended to score significantly higher on their preference for receiving corrective feedback.”
Nearly 90% of organizations conduct formal performance reviews  as an attempt to improve their performance management. That is the vast majority of organizations, but the real question isn’t if they conduct performance reviews, it is how they evaluate their team members. What they don’t know could hurt them. The way you conduct a performance appraisal has a direct impact on employee performance. Typically, managers only see a 3-5% performance improvement  after a traditional performance appraisal. How then, can organizations assess the performance of their employees whilst improving the team’s work?
360 degree feedback, if conducted correctly, can have better results than the traditional performance appraisal. Because there are multiple individuals involved in the appraisal, each person has a specific role. Let’s take a look…
Roles of the Participants
Unlike the traditional performance appraisal, the 360 degree feedback process is a very involved process. A standard performance appraisal only necessitates the presence of the manager and the employee. 360 degree feedback sessions involve the input of about 7 people (depending on the size of the company): the employee, manager, administrator, and several reviewers. This provides a well-rounded performance appraisal with room for the employee to evaluate their own work and see how it affects the team around them. Jacob Shriar, Director of Customer Happiness at Officevibe, said:
“Most of the time, the annual performance review is one-sided in the sense that it’s the manager who is telling the employee how they did and what they should do better, when it would be great if the employee could tell the manager what they’ve been doing wrong, or what the company could improve on.”
The good news is it doesn’t have to be this way; 360 degree feedback gives employees and those around them a voice in performance reviews. The evaluation of the entire team illuminates the employee’s performance from all angles, including their own.
Why they Work
The goal of a 360 degree feedback isn’t to punish. It is an opportunity to thoroughly examine and improve the performance of your team on an individual level to help the group succeed. These appraisals give employees ownership of their work and review. By working with employees on development plans, organizations hold their workers accountable for their performance. William Taylor, Contributor to PeopleInsight and HR Daily Advisor said:
“A 360 degree performance review has the power to transform a one-way review into a review process, thus guaranteeing end-to-end feedback and accountability. Depending on the setup and hierarchy of your company, making 360 degree reviews may be an excellent way to analyze your employees and keep an eye on the whole department.”
Each individual involved in a 360 degree feedback plays a specific part. As an organization, it’s important to ensure your teams understand their roles before the review process begins. Unlike traditional performance reviews, the 360 degree feedback process creates a multi-sided conversation about performance from an unbiased third-party administrator. This administrator takes information provided by the employee, manager, and other reviewers to create a holistic image of the employee’s performance. Give your employees the chance to take ownership of their performance and their professional development.
“Keep in mind you’re having a two-way discussion. This is not a criticism session, so avoid detailing every mistake an employee has made and don’t dominate the conversation. Make it instead a chance to discuss a team member’s strengths and weaknesses in the context of his or her achievements over the review period.”
Learning goal-oriented: These are the employees that enjoy learning for the sake of gaining knowledge and who pursue challenges despite setbacks.
Performance-prove goal-oriented: These employees want to perform at their best in order to prove their competence in a position.
Performance-avoid goal-oriented: These employees don’t want to look foolish and may not take direct criticism well.
“Performance reviews aren’t only about identifying blind spots. They also offer an opportunity to highlight excellence. If you don’t offer balanced evaluations, you’re not maximizing their potential to inspire your team’s performance.”