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When you want to improve people’s performance after annual reviews
Every year, my children show their school reports to their proud father. Like most reports, they focus almost entirely on how they’ve done during the past year, with a couple of comments about how to improve next year.
A lot of staff appraisals are like that: lots about last year and less about next. These serve a purpose, but often can be too retrospective and “discussing”, rather than future-focused and “directing”.
There are lots of reasons for reviews having this past-focus. One is the title. Calling them “Reviews” leads people to review past performance, much like a school report.
My company – and many of my customers – never have performance reviews. Instead, we add a “P” to the title and have Previews, often accompanied by a benefits-rich subtitle “Ensuring you have a great next year”.
This changes everyone’s focus entirely. And although our previews contain some past-based discussions – we mustn’t ignore last year, after all – the overwhelming focus is on how we can make things even better next year.
Imagine a sales team of two people. One smashes targets all the time, but is horrible to work with; the other sometimes hits targets, but embodies your company’s values and is a joy to work with. Which do you value most?
This isn’t an easy question, and there’s no “right” answer. But to deliver great (p)reviews, you need to:
(P)reviews are like buildings: the foundations are essential. And although nobody would ever say “Hmmm, nice foundations”, you’d sure miss them if they weren’t there.
School reports are useful. Parents Evenings that discuss “next year” are even better.
Staff reviews are useful. Previews are even better.
Which do you do? And, what change(s) would improve this?