A performance appraisal offers the opportunity to discuss the values of the organisation and how the individual in their day-today work is promoting those values. A values review serves two key purposes
Often the manager is not best placed. Colleagues and direct reports are more likely to see the actions of an individual particularly in remote teams. 360 degree feedback is often used to gain insight into behavioural indicators – although be careful not to lose 360's key benefit of being developmental. A good manager should have enough contact with the team and colleagues to have this insight without 360 – but it is an option.
A values review can be very subjective. Compared to determining whether a well-formed objective has been achieved or partially achieved, it can be more contentious to discuss integrity or openness.
The aim of the process here is generally to prompt an open conversation between the manager and the individual so we need something simple. A clean, rating based assessment with overall comments can offer a quick route for the manager (and perhaps the individual themselves) to give an overview and then prompt a conversation. As a matter of detail, a frequency rating scale often works well here. It is easier to answer “Displays integrity” with
Often or Very Often than it is to say Good or Excellent.
The subjective nature of values reviews also lends a problem for using their scoring for an overall score or link to performance related pay. The benefit of linking them to pay for a number of organisations is that it demonstrates their importance. The organisation is saying we don't only care whether you achieve the big goals we also care how you go about the work. You have to balance the inherently difficult nature of scoring values with the benefits of demonstrating their importance. Our instinct is to not link it to pay but it's not a hard and fast rule.
This is an excerpt from our performance appraisal white paper.
Brendan
- Reminds all involved in the process of the values and the importance the organisation places on them
- Highlights practices that are outside of the desired values
Often the manager is not best placed. Colleagues and direct reports are more likely to see the actions of an individual particularly in remote teams. 360 degree feedback is often used to gain insight into behavioural indicators – although be careful not to lose 360's key benefit of being developmental. A good manager should have enough contact with the team and colleagues to have this insight without 360 – but it is an option.
A values review can be very subjective. Compared to determining whether a well-formed objective has been achieved or partially achieved, it can be more contentious to discuss integrity or openness.
The aim of the process here is generally to prompt an open conversation between the manager and the individual so we need something simple. A clean, rating based assessment with overall comments can offer a quick route for the manager (and perhaps the individual themselves) to give an overview and then prompt a conversation. As a matter of detail, a frequency rating scale often works well here. It is easier to answer “Displays integrity” with
Often or Very Often than it is to say Good or Excellent.
The subjective nature of values reviews also lends a problem for using their scoring for an overall score or link to performance related pay. The benefit of linking them to pay for a number of organisations is that it demonstrates their importance. The organisation is saying we don't only care whether you achieve the big goals we also care how you go about the work. You have to balance the inherently difficult nature of scoring values with the benefits of demonstrating their importance. Our instinct is to not link it to pay but it's not a hard and fast rule.
This is an excerpt from our performance appraisal white paper.
Brendan
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