ADULTS
What model of Performance Review/Appraisal do you advocate?
The following is the bare bones of an approach we advocate at Learning Insights. Our most straightforward standpoint on any form of feedback is that it is motivating. If it is not, then it may make its impact on some or other aspect of the individual’s thinking or behaviour, but it will be very unlikely to improve their performance in the desired direction.
An effective feedback mechanism thus reviews performance (review), allows for the identification of strengths (motivating) and those areas needing development (risk management). From this plans are formed, resources for development needs identified and schedules set (development). Only after time has elapsed, is the actual success in achieving those plans evaluated (assessment). Thus we propose that the purpose of performance review will encapsulate these same key ingredients: review, motivation, risk management, development and assessment. This provides an effective and reliable process for supporting the personal and professional development of individual.
Our proposed model is a competency based one. We work with you as a company/team to identify performance criteria and how to measure them. We then encourage you to explore the benefits of an approach that is highly supportive and yet inspiring in its offer of new challenges.
One essential ingredient we value as a key to effective feedback, is the climate/culture in which the process is conducted. For feedback to be valued it needs to be provided in a climate of support, respect and appreciation.
Whilst we consider motivation to be an essential ingredient, we are very clear that it is motivation of a particular sort. There is considerable evidence to suggest that people are more motivated if they are clear about what is expected, and are given regular and constructive feedback about how well they are measuring up to those expectations and standards. People are motivated to do things that make them feel good about themselves.
People are motivated by working with people who:
The process of review is intended to promote and provide all of these. Brown and Leigh (1996) showed that if all these factors are in place, the psychological climate in the workplace is so positive that it directly affects the amount of involvement, time and effort that people put in to their work - and their performance is boosted as a result.
Our approach to peer reviews therefore reflects this evidence and is predicated on the notion of making sense for you. This means; making time to listen, ask questions, understand, be clear about what is expected, give feedback which is insightful, constructive, informative, balanced and encouraging and helps people to develop, and provides guidance when problems arise. If the climate and approach is right, performance review will make sense for you.
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