I attended a recent presentation where the key speaker was David MacLeod; he was highlighting some of his findings in his Government commissioned research into Employee Engagement.
Unsurprisingly, he saw that companies which had higher levels of employee engagement on the whole had higher levels of performance; these companies tapped into the best of people, drawing upon their full capabilities and realising their potential.
This is a product of many things, but there is no doubt that employees feel engaged when they have a voice, have faith in Leadership, an organisation which cares, and a Line Manager who takes an active interest in their performance and development.
Correctly handled, 360 degree feedback, coupled with a robust performance appraisal process, provides an excellent way to enable Line Managers to have meaningful conversations about someone’s impact in the workplace and where they can develop.
Read the full report here:
We are doing a lot of work with clients at the moment about setting objectives (for many it is "that time of the year" as the annual performance appraisal process starts). I also tend to set myself some personal goals for the year and I was musing on what worked.
Last year, I had a goal of cycling from John O’Groats to Lands End. I completed that in August and it was incredibly enjoyable and satisfying.
This year I wanted to do something challenging again. But, if I set the same goal it really wouldn’t have fired me in the same way. Even if I cycled in the other direction, or decided to do it in 7 days rather than 9, or on a tricicle, or with different people, or solo, my motivation to achieve a similar goal would be lower.
How often at work though do we set roughly the same goal each performance appraisal cycle and expect the team to fire up and go for it? Let’s be honest ‘increase sales by 10%’ is quite similar to ‘increase sales by 5%’. It would be better if objectives were set that were genuine, interesting, challenging goals for the year. Let "key performance indicators" take care of the aims that repeat. They’re important but they are not motivating.
My goal : to cycle 200 miles in 24 hours on June 18th (that date already looks like changing which leads to another post on what is important in a goal!). Its a great goal for me because it requires different preparation, is more challenging, and makes me a little nervous.
On 18th January, I am presenting the above masterclass on the back of an article that was published in managing partner magazine. The session covers general 360 degree feedback implementations but focuses in particular on how to make best use of 360 feedback in law firms.
This is an external event to Bowland; if the content is relevant to you and of interest then you can register for it here
Hope to see you there.
With all the different customised performance appraisals solutions we delivered in 2010 and those projects we are about to start in this year, we can see some new trends developing in what organisations want to achieve through the performance review process.
1. There is more and more emphasis on competencies within the process; the desire to assess how people behave as well as what they achieve – furthermore, feedback on these competencies is being solicited from more than just the Line Manager.
2. Longer term development needs and career aspirations are more prevalent in appraisal forms as organisations seek to manage their talent more effectively, retain people and promote from within.
3. There is a greater understanding of how setting objectives is absolutely key in the whole process; poorly set objectives lead to a poor perfomance appraisal process – we are seeing more guidance in this section of the form.
4. There is more attention being given to interim performance appraisals, be they quarterly or more, with some ability to capture achievements and progress in a performance journal or log within the online system all throughout the year.
5. The global nature of many of our clients means that multi-lingual capabilities within our systems is becoming increasingly common and something we have gleaned much experience of in the last few years.
All in all, these snapshot trends show an increasing desire on the part of organisations to really get to grips with the performance management cycle, as they look to satisfy the needs of both the individual and the organisation and make it work for all concerned.