more-arw search

Finding alternative performance review methods may help staff improvement


The inclination for HR personnel to rely on big data analytics when it comes to performance management may be putting some companies behind in terms of building stronger

The inclination for HR personnel to rely on big data analytics when it comes to performance management may be putting some companies behind in terms of building stronger, more driven staff members. These people are the key to strong productivity and positive customer service interactions that encourage return shoppers and word of mouth, as well as serve to protect business data assets on a daily basis. Making sure that these key members of corporate backup and protection planning are totally onboard with corporate culture and mission is essential.

However, some experts have found that relying solely on performance reviews could hinder internal growth or even reverse the process completely. Taking away the ambiguity and impersonal nature of these sessions can help reduce these negative results.

Joseph Grenny, author of Change Anything and an expert in corporate leadership techniques, revealed in his book that about one-third of all surveyed personnel stated they were more motivated to do well at their jobs when working in more communicative settings. Performance reviews were reported to be detrimental to the development and work interest of the other participants, indicating a huge interest and retention gap within the workforce.

G​renny said in a statement published in HR Business and Law Review that most of these feedback sessions, even those reliant on performance management with analytics, don't provide staff members with any direction to take or a goal to work for. These sessions tend to point out problems but don't offer any guidance on such matters, creating an overall negative atmosphere at work rather than resulting in any benefit to overall productivity.

Finding alternative uses
Fortune magazine wrote that this doesn't mean HR management strategies have to do away with these kinds of reviews entirely. They just need to put them in a more constructive framework, so that staff members have something to work toward and an idea of where their careers are going.

"Our whole idea about how to motivate people is outdated," Grenny told Fortune. "The underlying assumption in most performance reviews is that, if you just tell people what's wrong with them, they'll feel badly enough to go and do something about it. The trouble is, we now have 40 to 50 years of research showing that doesn't work."

Companies should try opening lines of communication with personnel regarding performance reviews, building a plan together for future growth and improvement on current problems. Managers should go out of their way to praise the things people are doing correctly, encouraging staff members to bring these positive aspects and outlooks into areas where they might be struggling.

This mentality will help workers tap into the assets they inherently bring to their jobs. Bosses should also pay more attention to the overall content presented in these review sessions, as they can highlight potential new areas of transition or better ways to fit a person's skills into other jobs. Deloitte reported that 42 percent of personnel feel bosses don't make use of their talents, resulting in a largely disengaged workforce.

Products and Companies: