It is again this time of the year where managers are asked to review their employees’ achievements and rate their performance. Processes may vary: sometimes they include a self-assessment, sometimes a manager’s rating is calibrated by a group of people. Sometimes they are based on competencies, at other times purely on objectives. Sometimes they are linked to a bonus payout or result even in a higher or not so high salary increase.
No matter the system or process: should there be employee assessment at all? Yes!, you might think, employees need to know if they did well and high-performers want to see their hard work pay off. No!, other say, since there is no totally fair and objective system anyhow and and whenever managers are forced into giving feedback, the outcome might be more harmful than not saying anything.
The question is, what is the objective of the employee assessment? The outcome should be positive, right? Helpful for both because the employee leaves the conversation either rewarded or understands how to adapt his or her behavior to meet the company’s expectations.
In order to reach these objectives, is the employee assessment the right tool? Should a human be assessed at all? My general answer is “no!”. Everyone is good the way he or she is. No changes needed. Why should another human being — no matter the hierarchy — have the right to judge on another being? What makes the one better or more right than the other?
This assumption leads to the outcome that every employee is fine the way they are and no changes are needed. Total acceptance, high diversity. Great at first sight. But only at first sight.
Each company has its proper culture and a unique way of being successful. And for that, not all humans match every company. Ideally, the potential match is well checked and recognized during the interview phase, so that there are no surprises after hiring a new employee. But since all people change a little bit with each day, even a first great match might change or vanish after some years.
So what can we do? My recommendation is a combination of real exchange (in both directions) and situational feedback.
Real exchange can be as different as humans are different. There is not that one communication style that suits everyone and every situation. But there are some criteria that are indicators of a real exchange:
Respect and interest for the other person
Open-mindedness and curiosity
Real listening with the interest of learning something new about the other person or understanding them better
Avoiding judgment as much as possible
Thinking and speaking in recommendations instead of instructions
Always being kind and assuming good intent
Real exchange does not need to follow any corporate framework with forms to be filled etc. And there is no frequency which is obligatory in order to have a good and successful exchange. In general, I would say though that the more often two persons have a real exchange the closer they grow with each other and the better they will understand and interpret the other’s behavior. (And yes, there can also be too much exchange, where I would question the business benefit.)
Situational feedback means addressing a positive or negative behavior immediately or as soon as possible.
First, it includes not to shy away from any unsuitable behavior in that moment, speak up and describe what you just perceived. This has nothing to do with blaming publicly and can be done respectfully, clearly stating that a behavior has occurred which does not correspond with the company’s values or your personal expectations.
Second, it is given whenever needed in a reasonable amount that helps the other person to understand, change or grow. There might be phases or topics or situations where feedback is needed often and there might be times where there is not much to comment or say — and that is fine too.
Situational feedback also means that no one is forced to say something just for the sake of giving feedback. Ticking the box usually does not support a good feedback culture: for the manager it feels like time wasted with a low motivation connected to the feedback, while the employee might feel a lack of priority and respect. It does not feel good, it does not feel right.
Whatever style you choose and no matter the system implemented by your organization: stay kind and respectful. Even in difficult situations or relationships, you might not solve all problems with a single exchange, but you have always the option to try your best to influence the other with your positive attitude and energy.
Happy talking!
Comments