Get the most from performance reviews

Although commentators have lately been heralding the death of year-end performance reviews, the reality is that they are actually evolving and being used in different ways – particularly for leadership development, says Debbie Goodman-Bhyat, chief executive of Jack Hammer executive search firm.

“Top companies are increasingly using the opportunity of year-end reviews to assess the performance of individuals in teams, but also to get feedback on how its leaders are performing,” she says.

“Many more companies are starting to recognise the significant impact its leaders can have – whether positively or negatively – on employee and company performance and ultimately the bottom line. And in order to identify challenges and opportunities for leadership development, feedback from the teams they lead is crucial,” she says. “For leaders who are truly invested in personal development and gaining mastery in their roles, and ultimately the business unit and company’s bottom line, quality performance reviews in which the leaders themselves are reviewed by their team members are critical.”

But Goodman-Bhyat acknowledges that these types of leadership feedback processes are not without their challenges, and can be tricky to manage. For leadership feedback to work, it is important that the review process shifts from a box-ticking exercise to a qualitative dialogue. But unless there are some solid fundamentals in place, the objective of constructive feedback that can be used to enhance performance all-round will be defeated.

The key foundations for a successful two-way review process include:

* Creating a safe and confidential environment to enable honest conversations.

* Being open and willing to hear some critical feedback, without being defensive.

* Managing expectations on how the feedback will be used, and then ensuring that commitments are acted upon.

Goodman-Bhyat says there has been a sharp rise in leadership development programmes globally, in recognition of the fact that even naturally great leaders can build on their existing skills.

And many of these programmes have similar areas of focus, which are helpful when considering what kind of feedback one wishes to elicit during employees’ assessment of their managers.

“One of the most important predictors of individual success within a team is whether members are clear about what is required of them,” she says.

“It is important then that leaders engage with the members of their teams as regularly as possible to ensure everyone is on the same page in terms of expectations and performance, and that any issues or uncertainties are eliminated as soon as possible to enable an empowered and confident team.

“The year-end review provides the perfect opportunity for managers to once again ensure their teams are on the same page regarding expectations.”

Another development over the past decade or two is the shift for leaders from being viewed as the boss to being viewed as team leader, says Goodman-Bhyat.

“On paper, it’s still the same thing, but in reality people want to feel part of a team and work collaboratively rather than be bossed about. Good leaders realise that their success is dependent on the success of their teams and that happiness at work goes a long way to achieving this.

“Therefore, top leaders have become, or should aim to become, more humanised. They treat their teams with respect, provide positive feedback, encouragement and redirection where necessary. So year-end reviews should also aim to determine whether a leader is enabling a positive environment conducive to growth, or whether some work can be done on leadership style.”

Goodman-Bhyat says various research studies and surveys consistently confirm the importance of having leaders who can motivate, inspire and effect positive change.

CAPE TIMES