All that paperwork! Those awkward, oh-those-awkward conversations! The drama! It's time for the annual review. Why is that something that, in theory, should be anticipated comes to be dreaded? Maybe, just maybe because we've tortured the process. . .and maybe, just maybe we can use these four hints to restore some life to something that should be vital to ongoing professional development as well as the future of the enterprise. . .
It's really not a top secret document. Here's the scenario. As the reviewee you are given an appointment to receive your annual review. You walk into the office entirely uncertain of what to expect. The reviewer reaches back. . . unlocks a file cabinet. . .takes out a sealed envelope and then, with a flourish, whips out your review. For what reason? This is not The Oscars! I much prefer an open process. A beneficial review session is not limited to one, heavy-handed session in which the reviewee is expected to absorb information they have never seen before. Start the process well in advance. Review together what you believe the year's accomplishments and challenges have been. Both the reviewer and the reviewee should do draft documents and then compare notes. . .then come to an agreement about what will be on the formal document. As opposed to suspicion, this breeds integration and (hopefully) camaraderie toward a goal that is satisfactory to both parties.
Don't set people up for the unattainable. If you are working with a scale of ratings have the common sense to set up a spectrum is attainable. I once worked for a company that had a rating scale of, let's say. . .1-10. It was a known fact that if you gave someone a 9 or 10, even if the reviewee was Jesus Christ, it would be challenged in a review board: "No one should get a rating that high. . .what do they do, walk on water?" Have a spectrum is reasonable and attainable.
The review is not a grenade. Seriously, you do know what I'm talking about - you take the pin out of it and throw it: ". . .and-you-got-a-3-on-initiative-and-a-4-on-revenue-so-your-total-score-is-3.5-any-questions-please-sign." This person has worked about 2,000+ hours this past year to receive a 1 minute and 28 second review - what kind of appreciation is that? Sit down and converse already - you will earn the respect of the individual and you will learn something. . .guaranteed.
Make it an ongoing process. I don't know about you, but I'm the kind of person that needs feedback, especially if the business climate is uncertain. Once a year really isn't enough. I'm not suggesting another round of paperwork. . .or salary adjustments. . .or succession planning. I am suggesting that throughout the year informal conversation about how work is going and how the individual is doing is not only nice, but warranted.
Your business is important. The people who run your business are your most important asset. Good review sessions allow people not ony to reflect, but to move forward.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
No comments:
Post a Comment