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Difficulties encountered in performance review conversations
Most managers in the contemporary human resources environment experience a challenge to failing to assess actual performance by focusing on individual and personal attributes, which may lead to a biased view in communicating performance review needs. Generally, the objective of effective performance review conversation is a common understanding between employee and employer, and as such, a manager should be honest enough when conversing with employees about issues related to goal achievement, promotion, mobility, rewards, and layoffs, among the others.
The nature of communicating performance appraisal is also complicated by the fact that it is done infrequently, thus failing to address the emerging issues. According to Heinke, DVM, EA, CPA, & CVPM (2012), both the employee and the employer are reluctant to engage in performance review conversations due to several reasons. They include views that the conversations are a waste of time and irrelevant as well as create discomfort in face-to-face discussions about individual performance (Heinke et al., 2012).
Interestingly, managers are reluctant to engage in performance review conversations due to fear of how employees would perceive their message. For instance, they would prefer to remain likable by employees or avoid criticism, rather than communicate negative reviews (Heinke, et al., 2012).
However, there are positive outcomes from review conversations, which include the need for employers to understand the level of employees’ satisfaction in their jobs, as well as the need to communicate important performance gaps that require improvement. In addition, employees get an opportunity to communicate their job-related issues and goals.
How to introduce performance reviews
A performance review is regarded as an indicator of success in performance management. The overall aim is usually to contribute to the overall achievement of goals by all the units within the organization. Efforts are usually made to separate a busy work environment from an effective one, with the idea usually being to maximize output and efficiency. Good performance may incorporate several activities taken on an ongoing basis. Some of the undertakings include setting standards for desired results, which can be achieved by forming achievable goals. Monitoring success should enable the employer to track regular feedback, thus aiding in taking corrective measures towards desired results and learning from experiences (Block, 2001).
Telling the Truth
Employees should be given a chance to share what they have witnessed. Here, truth helps in building trust, which is the beginning of an engagement. When employees lack this attribute during a performance review at their workplace, they breach employer-employee trust, which should be the foundation of work ethics. Omission and lies negatively impact on workers’ performance, and when these are not checked, they may compromise efforts of achieving goals. Workers who lie may steal from the employer, a situation that may have an effect on productivity. Nevertheless, honesty will make workers responsible and accountable for their work and the company’s performance, thus boosting productivity (Block, 2001).
Framing the Choices
This involves taking an active role in helping others to follow procedures in an organization. It is important to guarantee freedom of choice and make people accountable for their work. Importantly, the environment should be interactive in order to stimulate learning. At their workplaces, employees should be allowed freedom of association but should also be held responsible and accountable for their conduct.
There should be a clear distinction between what is right or wrong, while a line should be drawn between the unexpected and expected. Moreover, workers should be made to believe that they are responsible for their own actions. It is also worth noting that it is often not easy to control employees’ responses, and occasionally, things may go out of order; however, the right input from management may eliminate any worries resulting from this challenge (Block, 2001).
Extending goodwill
This attribute allows an employee to treat others positively, irrespective of their perceptions of him/her or the rest people. It is commonplace to have different views or to be hurt by others. At the workplace, conflict of interest over role expectations is sometimes expected. However, when workers learn to treat other people well despite their stance, there is a likelihood that the overall goal will be achieved. Betrayal and mistrust can stifle performance, for instance, when parties to a conflict are working in a team. Nevertheless, the goal should be a commitment to contribute towards the objectives of the organization even when faced with adversaries (Block, 2001).
Explanation of the choices used
The 3-core skills engagement used to form the basis of the foundation in communicating performance reviews to employees. Trust is the most important attribute that employees should nature in order to promote integrity and create a sense of responsibility. Employees committed to telling the truth will always commit to meeting set standards and fulfill their work obligations.
Extending goodwill helps in nurturing a trait of team spirit by instilling a sense of duty to oneself and others. This makes employees approach work as a culture that cultivates conformity to group norms, thus helping them commit to the realization of collective goals. Finally, framing choices allows for blueprints in matching the required versus current standards, which is a benchmark in assessing performance.
The rationale of choice used
Telling the Truth
Trust is one of the most important ingredients in building relationships. For instance, employees who have a good relationship with their employers are likely to be committed to the organization’s success. Lack of trust breeds mistrust, which may lead to employees failing to hold their positions and lack accountability for their work. Moreover, trust between employer and employee promotes openness and is useful in ensuring success (Block, 2011).
Extending goodwill
The golden rule for positive conversation should be to avoid seeking for revenge. Treating others well in spite of how they treat us will not make us withhold our services or favor. Importantly, disagreement should be regarded as normal in teams or groups, and conflict should be used as a tool to diagnose issues beneath the surface (Block, 2001).
Framing choices
Ground rules allow a review of employees’ performance. They should be aware of the set standards and efforts made to meet those standards. Efficient and quality work performances require communicating the needs and expectations to the employees making them identify with the success of the organization. Importantly, a culture of commitment to work performance should be encouraged by making employees a part of the process as well (Block, 2011).
References
Block, P. (2011). The Flawless Consulting: A Guide to Understanding Your Expertise. San Francisco, USA: Pfeiffer-Wiley.
Block, P. (2001). The Flawless Consulting Fieldbook and Companion: A Guide to Understanding Your Expertise. San Francisco, USA: Pfeiffer-Wiley.
Heinke, M., DVM, EA, CPA, & CVPM. (2012). Practice Made Perfect: A Complete Guide to Veterinary Practice Management. Colorado, USA: American Animal Hosp Assoc.
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