7 Steps To Performance Potential & Avoid The Performance Paralysis Trap

Written by: Ashley Wickham 

In 1960 McGregor stated ‘all we can do is set up certain conditions that will maximise the probability of employees developing an interest in what they are doing and remove the conditions that function as constraints’.

Are we working to that aim?

The Performance Process has been with us for some while and perhaps it’s time for a refresh.

Called an Appraisal Process, Performance Management Process, Performance Development Process- I could go on. It is generally an annual process, with some formal milestones throughout.

At best, it is directly linked to business success and motivates and empowers people to achieve their goals; at worst, it is an expensive labour intensive form filling exercise.

Here are my 7 steps to give the performance review meaning and result in success for both the employee and the business. You may recognise the acronym!

Specific: The performance process should have a specific goal.

It needs to generate an exciting anticipation of how it will benefit me as an employee.

It will cover specific topics, my performance, feedback, my career plans.

I need clarity and simplicity so it becomes an enabler not a hindrance.

Meaningful: I value personal interest and development.

I want to be mentored and receive coaching, but also to know that I bring value as a mentor or co collaborator too.

I want to know that what I am doing adds value, that I have a voice and I am listened to.

Achievable: I like to know when I have done a good job and I need to be able to ask for support and help.

I also need to receive development to help me reach my goals.

I want to be able to discuss how I can work better with my manager and achieve results.

Relevant: My performance plan needs to show what I am doing and that it will have a direct impact on the business.

I need to know where I fit in, and I need to know the effect I am having on the business regularly.

Timely: Feedback needs to be continuous not retrospective, ‘just in time’.

I am happy to have this informally but I want it regularly so I can act on it.

The intent should be to develop and provide direction and give recognition.

I also want to be able to give feedback in an open and honest safe environment.

Evaluate: I like to be able to make decisions and not be afraid to, knowing I will be rewarded for the risk taking and decision-making in a test and learn environment.

By taking time to regularly reflect I can learn from mistakes keep improving.

Readjust: The plan shouldn’t be a year-long ‘set in stone’ document.

In a fast paced VUCA world there is a need for agility, which requires iterative working.

Regular review and readjustment keeps be focused shows my progress.

Let’s get people excited about the chance to shape their goals to shape the business, have meaningful, inspirational discussions, and coach people on how to do this well!


I give you permission to email me the above report, a weekly L&D tip and occasional exciting offers about Skillshub. I understand I can opt out at any time. *
See Privacy Policy

Tags: , ,

You might also be interested in…

21 Ways Virtual Reality Is Being Used For Training

The training world is rapidly changing thanks to the millennial generation. Their online presence has pushed aside traditional classroom style ...
Read More

5 Ways To Get Employees Excited about PDPs

Written by: Monika Bajaj  Let's face it, between high sales targets and looming deadlines, Personal Development Plans or PDPs often become the ...
Read More

7 Steps To Performance Potential & Avoid The Performance Paralysis Trap

Written by: Ashley Wickham  In 1960 McGregor stated ‘all we can do is set up certain conditions that will maximise the ...
Read More

10 Ways You Know You’re An L&D Manager

Working in an L&D role has its ups and downs. From limited training budgets and  expensive training providers to keeping ...
Read More

Top 12 Reasons Sales Superstars and Sales Managers Should Not Be Sales Trainers

This is a guest post written by Mark Allen Roberts. Mark is a public speaker, author of the book: Branding Backwards and ...
Read More

10 Essentials For An On-Boarding Programme

Written by: Garima Patet Successfully hiring the “right” candidate is only half the battle won. If you truly wish to ...
Read More

Get In Touch

Speak to an expert

02476 998 101

Prefer to keep it digital? Please complete our quick form below or email us at info@skillshub.com and we'll get back to you within 1 working hour

Name

Email

Phone Number

Enquiry