Is the salary-linked annual performance review dead?

Use perfromance management to coach your people and provide frequent, on-going feedback

Use performance management to coach your people and provide frequent, on-going feedback

When big names like Accenture, Adobe, Microsoft and GAP all announce they have stopped linking salary increases to annual performance reviews this underscores the fact that some organisations’ performance management techniques just don’t work.

Organisations are moving towards a wider distribution of leadership roles, as well as more flexible working (both location and hours). Along with this has come a flatter hierarchy and an increasing need for quick action. Given this, your leadership style and skills may need to be updated to make performance management more meaningful. How is your leadership style developing?

As a leader you need to have a positive attitude to performance management. When it is used in an ongoing fashion, and focuses on both individuals and teams, leaders can use it to create a highly motivated workplace.

This happens when you involve your people so that they use their team voice in helping identify good performance. Together you can develop appropriate, fair and relevant measurements that also align with company strategy. Performance evaluation needs to take place with an understanding of the challenges and issues that may not have been within the team or the individual’s control – essential to ensure assessments are fair.

To do this well, you may need training to improve your ability to tailor ongoing performance management. The best training for leaders balances both technical and soft skills. But such an effort is worthwhile because it will allow you to use ongoing positive performance management to motivate your people well – to support them in times of need; and to praise them for good work, and recognise extra effort – and be seen in a positive light to promote team bonds. Remember not everyone has a preference for receiving feedback so gauge the predominant feedback preference of your team members.

Is the salary-linked annual performance review dead? In large organisations the press seem to think so. More important is the desire and need for performance management to focus on people-development rather than people-payment no matter. Therefore, involve your people to help identify good performance. Collaborating together provides a chance that the performance management systems and techniques will be meaningful, motivating and align both your work and that of your people to organisational strategy.

Reach us at 07779 345 499, m.raymond@mwrconsulting.co.uk

T: 07779 345 499

Marjorie Raymond

Marjorie Raymond

E: m.raymond@mwrconsulting.co.uk

We have experience in developing senior managers and their team members – both on an individual and team level – so they can develop practical approaches that encourage positive, constructive behaviour. This, in turn, leads to the development of positive beliefs and values. We are ready work with you, to help you get the best out of your people.

Here are some examples of approaches that can be used and tailored to your individual needs:

  • Certified ACT practioner
  • Support if you are being bullied, or have a member of your organisation who has made a bullying complaint
  • Certified Mediation practioner, to address workplace conflict,
  • Personal development activities
  • Individual and group coaching…Coaching – a powerful way of developing people
  • Psychometric assessment, which can identify strengths as well as derailing behaviours and also include 360 degree feedback
  • Structured module for understanding the psychological contracts in your organisation, both at an individual or team level
  • Straight Talking: …Straight Talking create change through conversations
  • Special projects, secondments and assignments

Photo by nenetus

Not Everyone Feels Empowered by Feedback!

Some people are not empowered by recieiving feedback

The feedback environment created by supervisors can develop employee empowerment

Supervisors need to be encouraged to move away from a ‘one-size fits all’ feedback environment, in order to support employee empowerment. A feedback environment is created by informal, daily feedback exchanges between supervisors and team members. Research1 shows that receiving feedback is not always enough to increase an employee’s perception of empowerment. The researchers found that:

  • Supervisors who created a positive feedback environment were more likely to help employees both feel comfortable to receive feedback, and also find work meaningful. Meaningful work linked organisational expectations of jobs with individual beliefs, values and employee empowerment
  • Individuals with a preference for receiving feedback found work meaningful, had a positive supervisor relationship and felt empowered.
  • Individuals who were not comfortable receiving feedback tended to be less likely to find meaning at work, had a less positive relationship with their supervisor and felt less empowered than those who were comfortable receiving feedback.
Hold conversations

Employees without a preference for receiving feedback may not feel empowered

Therefore, supervisors should be supported to gauge the predominant feedback preference among team members. Where a majority of employees prefer receiving feedback, a high feedback environment created by the supervisor would be valuable. However, where employees have a low preference for feedback, a minimal feedback environment may be advantageous.

 

1 Gabriel, Frantz, Levy and Hilliard, (2014) The Supervisor feedback environment is empowering, but not all the time: Feedback orientation as a critical moderator, Journal of Occupational and Organisational Psychology, 87, 487-506

Reach us at 07779 345 499, m.raymond@mwrconsulting.co.uk

Marjorie Raymond

Marjorie Raymond

T: 07779 345 499

E: m.raymond@mwrconsulting.co.uk

We have experience in developing senior managers and their team members – both on an individual and team level – so they can develop practical approaches that encourage positive, constructive behaviour. This, in turn, leads to the development of positive beliefs and values. We are ready work with you, to help you get the best out of your people.

Here are some examples of approaches that can be used and tailored to your individual needs:

  • Special projects, secondments and assignments
  • Mediation, to address workplace conflict
  • Personal development activities
  • Individual and group coaching…Coaching – a powerful way of developing people
  • Psychometric assessment, which can identify strengths as well as derailing behaviours and also include 360 degree feedback
  • Structured module for understanding the psychological contracts in your organisation, both at an individual or team level

Straight Talking: …Straight Talking create change through conversations

Top tips about how to use Job-crafting to personalise and advance employee engagement

Involve as many of your people as we practically can.

Collaborative team job-crafting positively advances employee engagement and team performance

Compliance to best practice, and especially LEAN principles, demand tight control of work practices to secure efficiency. However, sometimes ‘best practice’ may lack specific contextual relevance. This may result in work lacking in meaning, organisations experiencing low employee engagement that adversely impacts performance.

 

However, researchers1 studying three call centres found that when supervisors support their teams to make informal adjustments to procedures and processes, known as ‘job-crafting’, this resulted in higher employee engagement and team performance. Job-crafting met team needs for control and helped make their work meaningful. Researchers also revealed that job-crafting built connections with other team members and aided collaboration between teams. So, how did job-crafting work in the 3 call centres studied?

The researchers received two surprises:

  • call centre teams – notoriously low in control – were capable of complying both with standardised LEAN approaches and job-crafting. For example, after a customer call, during ‘wrap up’ to complete actions and update records, job-crafting allowed individuals and teams to experiment and try new approaches
  • team supervisors actively supported individual and team job-crafting. They helped target and set boundaries around tasks and procedures that were available to be job-crafted.

The researchers recommended 5 things that firms should do:

1. Develop supervisor practices to foster team job-crafting

2. Encourage and support supervisors to foster team social and task cohesion

3. Create a climate that encourages experimentation and sharing of new working methods and document them

4. Provide boundaries and develop areas within which team job-crafting can take place and encourage it – talk about it- share it

5. Undertake team training to help teams to think widely about the kind of issues where job-crafting would be suitable.

Call centre supervisors and managers need to recognise the benefits from targeted team based job-crafting.

1 McClelland, G.P., Leach, D.J., Clegg, C.W., McGowan, I. (2014) Collaborative crafting in call centre teams, Journal of Occupational Psychology, 87, 464-486

Reach us at 07779 345 499, m.raymond@mwrconsulting.co.uk

Marjorie Raymond

Marjorie Raymond

T: 07779 345 499

E: m.raymond@mwrconsulting.co.uk

We have experience in developing senior managers and their team members – both on an individual and team level – so they can develop practical approaches that encourage positive, constructive behaviour. This, in turn, leads to the development of positive beliefs and values. We are ready work with you, to help you get the best out of your people.

Here are some examples of approaches that can be used and tailored to your individual needs:

  • Special projects, secondments and assignments
  • Mediation, to address workplace conflict
  • Personal development activities
  • Individual and group coaching…Coaching – a powerful way of developing people
  • Psychometric assessment, which can identify strengths as well as derailing behaviours and also include 360 degree feedback
  • Structured module for understanding the psychological contracts in your organisation, both at an individual or team level
  • Straight Talking: …Straight Talking create change through conversations