“Feedback is important to people. We all want to know how well we’re doing. That’s why it is essential for an effective performance review system to provide ongoing feedback.” – Ken H. Blanchard
Performance review systems are constantly being revamped, evaluated, or eliminated. 47% of organizations have altered or modified their performance management systems within the past year (Havard Business Review Pulse Survey:2020). Organizations must regularly assess their internal review processes to ensure they do not adversely impact business objectives, demotivate employees, create unhealthy competition, and encourage unintentional bias.
Not surprisingly, 62% of employees feel blindsided by the feedback they receive in performance reviews (HBR Pulse Survey: 2000). In some organizations, the review becomes the goal, not part of a process. Annual performance review systems are proving to be the least practical employee evaluation and employee development method. Conversely, frequent feedback is considered the ‘game-changer’ for improved employee behavior and engagement.
Frequent feedback and accountability can be vital for employee improvement and development. The annual review process can be enhanced by conducting consistent, effective coaching and constructive conversations throughout the year. When managed properly, it is a reflective summary of prior discussions throughout the year, a collective review of contributions and core challenges, followed by successive steps to create future success strategies and actions.
The Rationale
For many organizations, Leaders are pressured into formally discussing and documenting their team members’ performance at the end of the year. These evaluations are often tied to employees’ financial outcomes, causing competition and adverse motivation due to the correlation between the fiscal budget and the review. An employee’s performance doesn’t magically occur once a year; it happens throughout the year with continual conversations. Feedback should not be connected to foreseen penalties or limited financial reserves to reward behavior. Feedback isn’t meant to be punishment; it’s an opportunity for learning, development, and growth.
Finding a feedback method that incorporates reasonable accountability is the ideal framework for Performance Management.
The rationale behind prioritizing feedback and accountability is rooted in the belief that these are not just tools but integral components in an organization’s growth design. It allows individuals and teams to adapt, learn, and evolve, creating a workplace that thrives on continuous improvement, collective success, and growth.
The Benefit
Establishing effective feedback and accountability processes is not isolated to performance outcomes; it generates a strong workplace environment and fuels engagement. The employees and broader teams will flourish because transparent and challenging conversations are received respectfully. Below are examples of how it can contribute to the bottom line and the organization’s health.
- Fosters Culture of Continuous Improvement:
The ongoing loop of assessment, action, and reassessment creates an environment that brings the team together to drive and foster ideas of progress. - Motivation and Engagement:
Acknowledgement through feedback and accountability can be a motivator. When individuals see the direct correlation between their effort and organizational success, it fuels intrinsic motivation and sustains a high level of engagement. To understand employees’ strengths and challenges. - Ownership and Empowerment
Accountability connects to responsibility and ownership. When employees are held accountable, they take ownership of their actions and decisions, empowering them to proactively contribute to the success of the team and the organization.
Effective feedback and accountability are necessities. They are cornerstones to promoting teams and organizations to better strategic initiatives.
The Application
The key is implementing a framework where feedback becomes the norm of conversations. There is always time to develop a feedback and constructive development culture. If you have not created this type of feedback, you can start now, it’s never too late.
Below are five strategies leaders can use to create a healthy feedback culture. It enhances individual and team performance and fosters a sense of ownership and shared responsibility within a team and organization.
- Establish Clear Expectations and Agreements
Clearly define and outline the roles and responsibilities of each team member. Establish expectations for tasks, deadlines, and contributions. Encourage open two-way communication to address any ambiguities.
Tip: Setting expectations should be mutual agreements. It is equally important that employees are living up to their own agreement to fulfill expectations. It’s not about a leader dictating rules but establishing a clear understanding of how the employee’s role is critical to the team’s success and overall organization.
The components of the conversation should be a discussion. Ask the employee if they feel they can accomplish the expectation. Ask what could hinder them from achieving the expectation. Then, have the employee state and agree to their level of commitment and process to achieve the expectations.
2. Coach Action-Goal Setting
Ensure that all goals – are Specific, Measurable, Achievable, Relevant/Reasonable, and Time-Bound. Setting goals that are centered around these five elements is imperative to success.
Tip: Break down larger goals into smaller, actionable steps. Often, employees can become overwhelmed with the overall big picture. As an experienced leader, it may be second nature for you rather than your employee. Creating a tool to help employees be specific with their steps is helpful. Asking employees, “How will you know you have achieved the goal?”, can help understand how to measure their actions. Being able to coach employees on how to set reasonable actions, and how to manage their responsibilities by prioritizing timelines will give them optimism.
3. Encourage Self-Reflection
Foster a culture of self-reflection. Encourage team members to assess their own performance and identify areas for improvement. This self-awareness is a powerful tool of accountability. Foster a culture where individuals routinely assess their performance. Encourage team members to reflect on their achievements, challenges, and areas for improvement.
Tip: Conduct concise debriefs to guide employees through self-reflection after completing assignments. Here are a few you can use to help guide others or even yourself. Be sure they are open-ended questions. You may start with the following questions. “Can you share your thoughts on how the project went?” “What aspects of the assignment did you find most fulfilling?” “What was most challenging?” Remember to use additional probing questions for clarification.
After the reflection, move to future-focused development. These would be self-considerations of future behavior. You can ask, “Based on your reflections, what adjustments would you make for the next assignment?” How can you leverage your new learnings in the future?”
This coaching approach empowers the employee to analyze their experience, strengths, and areas for growth, fostering a habit of self-reflection that contributes to continuous improvement.
4. Frequent Check-Ins and Feedback Sessions
Schedule regular one-on-one check-ins and conversation feedback sessions. These don’t have to be lengthy; consistency is key. Use these sessions to discuss progress, challenges, and reset goals. The more inconsistent the conversation, the more it will feel like a “principal office” scenario than a safe space coaching discussion.
Tip: Have meetings centered around coaching and feedback rather than tactical meetings that feel like scorecard discussions where the employees feel like they are winning or losing. Having sessions centered around reflections creates space for identifying obstacles and creating solutions to overcome them. These feedback sessions will establish the capability of critical thinking.
BONUS:
Peer Accountability
Foster a culture where team members hold each other accountable. Peer accountability promotes collaboration and ensures that everyone is working towards shared goals. Foster an environment where team members hold each other accountable. Encourage open communication and mutual support to ensure everyone contributes to shared goals.
Tip: The best way to foster peer accountability is to lead by example. Employees will feel comfortable following when a leader is open to their challenges and learnings. Encourage team members to collaborate on projects and problem-solving. Establishing a motto, when one succeeds, the team succeeds. Allow time in meetings for peer shout-outs with recognition to create a balance of positive and constructive feedback. This promotes a healthy base for teams to honor feedback.
When team members realize that feedback is a continuum and not a harsh negative consequence, it can create a culture of welcomed accountability. Team members may feel empowered to become engaged and desire improvement. It may accelerate proactive conversations and performance-focused discussions.
The Conclusion
Performance management can feel overwhelming, especially when some organizations overly emphasize annual reviews. Fostering the perspective of feedback as a contribution versus punishment is imperative. Strive to build an environment where team members contribute to each other’s success and drive team performance and morale. Remember, every constructive feedback conversation and every moment of discussion is a building block for a healthy feedback culture.