I’ve just read one of the most refreshing articles about performance management that I’ve seen. We often lament that the success of innovative programs in organisations is limited by the fact that the performance review system is truly broken. Adopting the simplicity of the approach described in today’s HR Daily could save organisations thousands (and even do some consultants out of a job!)
I particularly like this paragraph:
(The) performance review must surely be one of the most sacrosanct of all business processes, “because it remains an unchanging feature of the majority of organisations despite its cost, limited value and almost universal ridicule”.
And I like this suggestion:
Winter says the fundamental premise of giving feedback is “wrong” and that the focus should instead be on inviting feedback.
Becoming confident in inviting feedback requires an ability to accept information in a way that encourages people to keep the feedback coming, he says.
“It is amazing to see how the fear of feedback subsides and the truth emerges as people get more skilled and comfortable in inviting feedback instead of having the pressure to push feedback on to others,” he says.
In our five years of working with organisations, we’ve found in all of our programs that people are simply not having the conversations that matter in the performance review process. Imagine – 30 to40 years of working and not having a conversation that really created a positive and productive future. Thanks HR Daily for my morning inspiration.
Inviting performance feedback the key….
I’ve just read one of the most refreshing articles about performance management that I’ve seen. We often lament that the success of innovative programs in organisations is limited by the fact that the performance review system is truly broken. Adopting the simplicity of the approach described in today’s HR Daily could save organisations thousands (and even do some consultants out of a job!)
I particularly like this paragraph:
(The) performance review must surely be one of the most sacrosanct of all business processes, “because it remains an unchanging feature of the majority of organisations despite its cost, limited value and almost universal ridicule”.
And I like this suggestion:
Winter says the fundamental premise of giving feedback is “wrong” and that the focus should instead be on inviting feedback.
Becoming confident in inviting feedback requires an ability to accept information in a way that encourages people to keep the feedback coming, he says.
“It is amazing to see how the fear of feedback subsides and the truth emerges as people get more skilled and comfortable in inviting feedback instead of having the pressure to push feedback on to others,” he says.
In our five years of working with organisations, we’ve found in all of our programs that people are simply not having the conversations that matter in the performance review process. Imagine – 30 to40 years of working and not having a conversation that really created a positive and productive future. Thanks HR Daily for my morning inspiration.
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