In Performance Appraisal, it is the Quality of the Conversation that Counts
http://www.corporatezone.net/articles/15765/1/In-Performance-Appraisal-it-is-the-Quality-of-the-Conversation-that-Counts/Page1.html
maureen collins
Maureen Collins has a B.Sc. Psychology from Edinburgh University and over 25 years of consulting experience. She specialises in communication skills: in Straight Talk, she trains people how to handle difficult conversations, on difficult topics, with difficult people.
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http://www.straight-talk.co.za By maureen collins
Published on 10/23/2008
Many organisations have detailed processes and documentation for managers to use when they carry out appraisal interviews. Often it is computerized. It looks elegant and efficient. But development of people takes more than paperwork and software. It is the quality of the conversations between manager and employee that makes all the difference.
Over the years Human Resource Departments have become more and more sophisticated in designing performance appraisal processes and documentation. We have goals, objectives, targets, outputs and key performance areas. We achieve them, using inputs, competencies, and behaviours. We add in measures, standards, criteria, and key performance indicators, then roll it all up in a performance contract. It is no wonder that managers complain of the time and effort the process takes!
The real problem is that if you only have the process and the documentation, no matter how perfectly completed it all is, you have very little at all. People do not grow and develop on the basis of paperwork. Personal development is a function of the relationship between manager and employee, the quality of the coaching and support provided to the employee, and finally the work opportunities available.
It starts with the relationship between manager and employee and the quality of their conversations when they talk about the performance of the employee. There are four sets of behaviours that managers can use to create high quality conversations.
1. Talk more about the positive than the negative
It is a common mistake for managers to stress what an employee has done wrong, and to make little mention of what has gone well. The result is a conversation with a negative and accusing tone; not a conversation that encourages an employee to feel safe in speaking up with his ideas, concerns or aspirations. When people think positively about their abilities and achievements they are enabled to think for themselves, to make decisions and to move forward. It is said that you should give five times as much positive feedback as negative. Be positive about things you know have gone well. Be honest. Be generous. Ask questions to find out how the employee sees his own performance. You might get some surprises! Try these.
What has gone particularly well?
What are you most proud of?
What have you learned about yourself?
2. Listen more than you talk
A performance appraisal conversation should be a time when people can be appreciated for their efforts and the value they add to the organisation. It can be an opportunity for them to receive help and support in making changes where needed, to ask questions, raise concerns and put forward their own ideas for future growth. What they need is the attention of their manager; an unhurried attention that actually helps them to think better.
We think we listen, but we do very little. We interrupt, get distracted, argue, and at the first moment we get a chance, we put our own ideas on the table. How did we come to believe that the way to help someone think better was to give them our ideas? Stop telling others what to do. Listen while they work things out for themselves, and in the process, allow them to create their own motivation and energy.
3. Ask for more information than you give
The employee is on the ground. His view of a situation is, by definition, sharper and more accurate than yours. So ask him how he sees the situation. This is your chance to really learn about what is going on. It is ironic that the people who make the most important decisions in an organisation are usually most distant from the action and know least about what is really happening. A performance appraisal interview is your chance to get in touch with the realities on the ground. Keep it simple. Start with, Tell me about it; and follow on with what, how, when and why questions.
4. Invite the employee to propose solutions before you offer yours
It is hard for many managers to accept that they do not have all the answers. When an employee is not performing to his potential, it is more his problem than yours. Just as he is aware of the problem, although he may not realize it, he has the solution in his head somewhere. It is the job of the manager to help the employee find that solution by asking questions. Be sure to distinguish questions that lead to action from those that merely ask for more information about the problem.
How would you tackle this?
What will your target be?
Where could you start?
Is there any help you need from me?
Use these four sets of behaviour; talk about the positive, listen, ask for information and invite solutions, and watch how the effectiveness of your performance appraisal discussions improves and how your people start to develop and think for themselves.
The real problem is that if you only have the process and the documentation, no matter how perfectly completed it all is, you have very little at all. People do not grow and develop on the basis of paperwork. Personal development is a function of the relationship between manager and employee, the quality of the coaching and support provided to the employee, and finally the work opportunities available.
It starts with the relationship between manager and employee and the quality of their conversations when they talk about the performance of the employee. There are four sets of behaviours that managers can use to create high quality conversations.
1. Talk more about the positive than the negative
It is a common mistake for managers to stress what an employee has done wrong, and to make little mention of what has gone well. The result is a conversation with a negative and accusing tone; not a conversation that encourages an employee to feel safe in speaking up with his ideas, concerns or aspirations. When people think positively about their abilities and achievements they are enabled to think for themselves, to make decisions and to move forward. It is said that you should give five times as much positive feedback as negative. Be positive about things you know have gone well. Be honest. Be generous. Ask questions to find out how the employee sees his own performance. You might get some surprises! Try these.
What has gone particularly well?
What are you most proud of?
What have you learned about yourself?
2. Listen more than you talk
A performance appraisal conversation should be a time when people can be appreciated for their efforts and the value they add to the organisation. It can be an opportunity for them to receive help and support in making changes where needed, to ask questions, raise concerns and put forward their own ideas for future growth. What they need is the attention of their manager; an unhurried attention that actually helps them to think better.
We think we listen, but we do very little. We interrupt, get distracted, argue, and at the first moment we get a chance, we put our own ideas on the table. How did we come to believe that the way to help someone think better was to give them our ideas? Stop telling others what to do. Listen while they work things out for themselves, and in the process, allow them to create their own motivation and energy.
3. Ask for more information than you give
The employee is on the ground. His view of a situation is, by definition, sharper and more accurate than yours. So ask him how he sees the situation. This is your chance to really learn about what is going on. It is ironic that the people who make the most important decisions in an organisation are usually most distant from the action and know least about what is really happening. A performance appraisal interview is your chance to get in touch with the realities on the ground. Keep it simple. Start with, Tell me about it; and follow on with what, how, when and why questions.
4. Invite the employee to propose solutions before you offer yours
It is hard for many managers to accept that they do not have all the answers. When an employee is not performing to his potential, it is more his problem than yours. Just as he is aware of the problem, although he may not realize it, he has the solution in his head somewhere. It is the job of the manager to help the employee find that solution by asking questions. Be sure to distinguish questions that lead to action from those that merely ask for more information about the problem.
How would you tackle this?
What will your target be?
Where could you start?
Is there any help you need from me?
Use these four sets of behaviour; talk about the positive, listen, ask for information and invite solutions, and watch how the effectiveness of your performance appraisal discussions improves and how your people start to develop and think for themselves.