Forgive me for rattling the cage but I wondered if performance management professionals would agree; it seems to me that there are signs that Performance Management is returning to where it started. This seems to be happening by default rather than by any kind of meaningful move on anyone’s part. So what do I mean? …

Increasingly, I find that performance management within organisations has become more about managing and operating the performance management ‘system’ rather than developing people. If it gets to this stage, the ‘system’ is no longer an assistance. It’s a hindrance.

Don’t get me wrong here, I’m a great fan of technology assisting any kind of process, however, sometimes I do find that the very technology that’s supposed to enhance a performance management process actually trips it up. So, by default, when a system starts to hinder them, the good performance managers in an organisation use their initiative and revert to basics – an honest and open face to face meeting between them and each of their employees.

In other words … a simple 180 Degree Appraisal discussion about how the employee is getting on, what they’ve achieved well, where they could improve, what their new objectives will be and what kind of support they’ll need. In other words they return to where performance management used to be when it started.

So is performance management going full circle and reverting to basics and if not, should it?

Personally, I think it should. If you agree, here are a few tips that will help.

The secrets to the success of a 180 Degree Appraisal 

Before you start the appraisal process, be sure your appraisers have the skills to run a 180 appraisal and be sure your workforce understands the role they have to play and the benefits they’ll gain. Training may be required. This is an investment worth making, particularly if you’ve already made a significant investment in a new 180 degree appraisal system.

Help your appraisers by giving them the following advice –

Prepare well before starting the appraisal meeting. Use facts to support your comments, particularly if they relate to poor performance. This helps you to be objective and fair with your comments and makes it less likely that the appraisee will become argumentative. Make notes during the year so that you can keep track of the appraisee’s performance.  Record examples of good performance as well as the areas of poor performance.

Brief your appraisees if they haven’t had training on using the appraisal process. If you want appraisees to get maximum benefit from the appraisal, they’ll need to know how a 180 appraisal form should be used, what part they play in the process and the timeframe for completing the process. If you’re using an online 180 appraisal system, you’ll need to brief appraisees on this too.

As an appraiser, try to have a positive approach and be enthusiastic about the appraisal process whenever you talk about it. When you’re addressing poor performance, don’t use words like ‘weakness’ or ‘bad’, use phrases like ‘area for improvement’ or ‘area for development’. Try to show a genuine interest in the development of each appraisee. Make a point of telling the person how much you value their contributions to your team but don’t avoid any ‘difficult’ issues that need to be discussed.

Give the appraisal meeting the priority it deserves. Don’t let it be the first thing you rearrange when you’re under pressure. You’re dealing with a real person who will read something into your action. You’re not sending out a positive or committed message if you continually reschedule the appraisal meeting. A performance appraisal meeting is a significant event for an appraisee. The person may have prepared well for it. Treat them with respect. As a manager it can sometimes be easy to forget this, particularly when the pressure is on and you’re busy. Put yourself in the shoes of your employees – how would you feel if your appraiser kept putting back your appraisal meeting?

Try to be fair and treat all your employees consistently during the appraisal process. Give each of them the same amount of your time and effort. Balance positive and developmental feedback. Be careful not to focus on poor performance alone. You will do this if you’re not careful because poor performance requires action; that means you can’t ignore it. On the other hand, you might forget to mention good performance because it’s already good and doesn’t need action to improve it. So watch out here – if you forget to mention good performance, you may end up with a demotivated appraisee.

Discuss and agree SMART objectives – Involve the appraisee in the objective setting process. Don’t ‘set’ objectives, have a discussion and ‘agree’ them with the appraisee. A person is much more likely to feel motivated and committed to their personal objectives if they feel involved in their conception and development. Use the SMART criteria (specific, measurable, achievable, relevant, time-based) to ensure they are really effective work objectives. Give the appraisee a chance to think about their own personal work objectives prior to the discussion at the appraisal meeting. Encourage them to think about their objectives for the coming year as part of their preparation for the meeting.

A really effective appraisal meeting should always be a two-way discussion. As an appraiser, you need to come across with confidence yet to listen too. Make sure the appraisee feels comfortable presenting their thoughts on their performance. As an appraiser, always ask open questions so that a conversation starts to flow. That way the appraisee is much more likely to feel you care, you’re listening and that you really do value their thoughts.

Give each appraisee an opportunity to discuss their ambitions and training and development needs. Do this even if you don’t think the person is ambitious. You might get a surprise! This discussion should help you to develop a plan for the appraisee’s career progression. Some will be more ambitious than others – be sure to give everyone the same opportunities if they warrant and deserve it.

Although the formal appraisal meeting may only take place once a year, your aim should be to make sure the appraisal process is a continuous activity throughout the year. This is the absolute key to making performance management successful. Do this by organising regular ‘reviews’ with your appraisees throughout the year. If you do this, you’ll find that nothing surprising or ‘difficult’ comes up at the annual meeting because you’ve already discussed it. So use these reviews to monitor the progress of personal objectives, to discuss performance and to hear any issues or concerns appraisees may have. You might choose to meet informally say once a month.

Successful 180 degree appraisals leave appraisees feeling motivated and clear about what they’re planning to achieve over the coming year. Your appraisee should leave the appraisal meeting feeling excited about their job and crystal clear about what’s expected of them.

Training your appraisers and briefing your appraisees is one of the keys to success.