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New Ideas & Examples for Conducting Performance Reviews

Discover new ideas and examples for effectively conducting employee work performance reviews and appraisals.

This time of year brings thoughts of family, turkey, pumpkin spice everything and hopefully, a little time off to relax. This time of year is a joyous occasion for most and an opportunity to reflect. For many companies across the nation, part of that reflecting happens in an effort to complete annual performance reviews.

The bane of many a leader’s existence.

While there has been much talk for years about doing away with the annual performance review, many companies are holding on. Our HR services caters to small businesses and most of them are doing some form of annual reviews when we join their team. For the most part, they are what you expect from annual performance reviews: lengthy, hard to measure and lack the real ability to change behavior or performance.

The alternative that seems to be gaining momentum in many companies, such as Netflix, is real-time, ongoing feedback. A continual loop between supervisor and employee that eliminates the need for formality and offers a better opportunity to really move the needle forward. This approach is ideal in my opinion, but not always practical for small businesses. You may think it would be easier to deliver ongoing feedback in an organization where you only have 25 people. If you’ve kept that organization relatively flat however and you are wearing multiple hats as founder, it isn’t. Virtual workforces and the everyday stress, especially in a startup environment, can make this idea of a continual feedback look difficult to execute.

It can be done and to the leader who can be deliberate about it, I encourage them to go for it. We have set up several performance programs in small businesses that are centered around a continual feedback process. Again, I think this is ideal, but know that it isn’t practical for everyone. So for those small teams I have a few different ideas that might make the process more thorough while still allowing for the annual process to take place.

Involve Peers in the Process
There are multiple relationships in the workplace. Relationship between employee and supervisor, employee and company, and of course, employee and co-workers. Yet, annual performance reviews are always taken from the viewpoint of only one individual, the supervisor. If an employee interacts and works with multiple people, then their performance feedback should, at some level, include information from those people.

Facebook allows employees to pick three to five peers to review them. A client of mine, with 15 employees, allows every other member of the team to weigh in on the performance of others. There is something about the accountability to one another when you know every person you interact with is going to provide feedback.

It’s important to ensure that peers are providing feedback on relevant components and that subjectiveness (I don’t like her so I’m going to give her a low rating) is removed, but when done well, utilizing peer feedback in a review can be a tremendous step in improving performance.

Dial it Down
Last year I was hired by a company of 47 employees to restructure their performance review process. They wanted to keep their annual review, but wanted to update it and then look at how they could include more ongoing feedback sessions throughout the year. I always start this process by looking at what they were currently doing and was a bit shocked to see the form they were currently using to conduct reviews. It was 8 pages long and extremely labor intensive to fill out. Leaders had to leave extensive comments, explanations and examples for each category, of which there were many. This meant leaders either spent hours and hours filling out forms or didn’t put full effort into it. Either way, the performance feedback was not effective and highly unproductive on multiple levels.

We took their current form and modified it into the categories that were really necessary to impact performance. What was 8 pages that required extensive information, was decreased to 2 pages of highly impactful feedback. The form still accomplished its intended goal, but in a much easier to process format.

With performance reviews, more is not necessarily better. In this case, more often means least productive method.

Consider the Milestones Along with the End Goal
One of the most effective changes I have seen in a performance review process came a few years ago with one of my first clients. Their performance reviews were typical up to that point. Every employee had a list of goals and at performance review time they essentially received a pass or fail grade (ranking) to that goal. If they passed, they got a raise. If not, they didn’t. After reviewing the work that employees were doing, I made an observation. The goals assigned to many employees took a long time to accomplish. Some couldn’t even be accomplished in a year. Essentially, employees were tasked with goals they knew would take a long time and they would receive no reward until the task was completely finished. Further, due to the nature of the business, that goal could be one to two months out from completion and, through no fault of the employee, be eliminated. Imagine working on something for nearly a year, having it be a part of your formal review process and then have it be eliminated right before completion. Not very motivating.

We decided to build in milestones for the longer range goals that allowed employees to be rewarded for meeting smaller goals along the way. This accomplished several different things. First, it gave the employee incentive to make it to the next milestone knowing they didn’t have to wait until the project was completely finished before seeing any recognition. Second, it allowed leaders to keep better track of projects which prevented more projects from being cancelled closer to completion. Third, when projects did have to be cancelled, employees didn’t feel as bad because they had been recognized for the work they had done to this point and weren’t left hanging after doing a ton of work and no reward.

Sometimes goals take longer than a review period. Other times a goal wasn’t accomplished, but the progress towards the goal is just as important. Performance reviews that give a flat pass or fail grade without considering all factors are missing the motivation mark.

I believe the reality for most companies is that the review process is not being as effective as it could be. For true performance motivation and improvement, continual feedback that flows freely between supervisor, peer and employee is needed. In environments where that is not possible or not supported, making a few tweaks to the current process can make a huge difference in effectiveness and efficiency. Two things all small businesses need more of.

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Myers Briggs Team Building Workshop Exercises: Team Dynamics & the Struggle that an Imbalance in Personality Type Creates

Learn about Myers Briggs team building workshop exercises & MTBI group activities.

One of the biggest “a-ha” moments that happens when I am facilitating a Myers Briggs team building workshop activity is the moment when I have participants sign their name on the grid in the box associated with their personality type. It is an “a-ha” moment for several different reasons. First, it allows participants to see who is like them in type and explains why some individuals get along so well with one another. Second, it allows participants to see who is the complete opposite in type and explains where there could be conflict. Third, and most importantly for this post, it shows where the team has imbalances or gaps that could explain some of the struggles the team has a whole.

The Myers Briggs Type Indicator is a tool developed from the personality theory developed originally by Carl Jung. Jung’s theory proposed that individuals seemingly random personality traits are not random but a part of an innate preference. Individuals who take the Myers Briggs Type Indicator find out their four letter personality type. These four letters indicate how an individual gains their energy, how they take in information, how they make decisions and how they organize their world. Understanding a co-worker’s personality type in these main areas can improve communication and overall teamwork.

Because our work is focused in the startup and small business space, the resulting grid after a team has signed the box corresponding to their type often has a few gaps on it. There are sixteen types. Often the teams I am working with do not have 16 team members. It would be an anomaly to have every type represented and evenly distributed, even with larger teams. Gaps or uneven distribution aren’t necessarily a bad thing, but they can be very telling.

Let me give you a couple of examples.

In my most recent workshop with a small business team of 14 individuals, there were 11 extroverts and 3 introverts. Being an introvert myself, I immediately sympathized with the introverts on the team. Once we talked through the differences between introverts and extroverts, several of the extroverts expressed how they now understood why certain team members acted the way they did in meetings. Others even apologized to the introverts for “likely driving them crazy with all the talk”.

Over the summer, I conducted a workshop for a team of 7. All 7 personality types ended with a P (perceiving). When it comes to deadlines, this type reports doing their best work at the last minute. That thrill of knowing that a deadline is looming cranks up their creativity and makes them more productive. The problem for this team is that their work required steps. One step could not be completed until the one before it finished. One employee could not start on their process, until the employee who owned the step before them completed their work. Until now, they had all viewed the final deadline as their deadline which meant everyone was running around the day before trying to get everything done. Their lack of a J (judging) type on the team who might have realized that deadlines needed to be incremental (as that is the way they like to work) had meant a ton of missed deadlines for this group. They thought it was a system problem or a product problem. What they really had was a personality gap.

Each individual on a team works in a way that is comfortable for them. This is why two people can have the same job but go about it in vastly different ways. If they are both accomplishing their goals then neither way is better. For this reason, leaders who try to force all employees to work in a manner that is best for that leader, struggle. It is always more productive to meet people where they are then force them into a way of working that is uncomfortable.

When you have personality gaps on a team, the team may be lacking the strength that the personality brings. My example of the team of 7 above is a perfect example of this. When those gaps exist leaders need to know how to tap into the talents of the team to fill that gap. They can also be more deliberate about hiring to a personality strength in the future. That isn’t to say hire to an exact Myers Briggs type, but the strength that the type brings.

Understanding the personality type of teams helps leaders to know how to best deal with each individual. It also highlights where the team has innate strengths based on personality which allows them to exploit those strengths to the fullest. Finally, understanding personality type helps a leader identify gaps or areas of imbalance and set a course to correct those areas through employee development or in the hiring process.

I’ve used Myers Briggs in this post because I am a certified Myers Briggs consultant and use it in my team building exercises and MTBI personality based workshops. It would be irresponsible of me to say that it is the only tool out there that allows leaders to understand personality type or that you even need a tool. Even if I do think they can help tremendously, I know they aren’t necessary for team improvement. The bigger picture is that leaders should take stock of the personalities around them and note the strengths, weaknesses and the differences between how each one prefers to work. Taking the time to study these things will only make the leader better. It will ensure that he or she knows how to lead each person as an individual and then together as a team.

It is much more effective than forcing all employees into one way of thinking or working. More effective and more productive.

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