Redefining Performance Evaluations
It’s time to move with the times…
Last week, I had my Quarterly Performance Evaluation done.
Thankfully I work for an organisation who has a clear intent and focus on Employee Growth & Development and due to this focus, largely we have systems in place to continually introspect, reflect and discuss our performance and growth with our Manager.
This is very helpful for 3 reasons —
- Helps to take stock of what happened in the past 3 months against the set expectations. Surface any deviations as far as expectations and projects are concerned.
- Opportunities to course correct and create impact.
- Celebrate what went well. Always end it on a good positive note and not bitterness.
One more reason why I look forward to these is that it gives a chance to also have a casual chit-chat with my Manager. Otherwise in WFH, everyone seems to be on Calls whole day along! But let's not digress from the originally intended topic.
As I was reflecting and filling the form for discussion with my Manager, I found that the approach and the mindset to Performance Evaluations have remained stagnant over the years.
And therefore systems have not really evolved over the years and especially considering what the last 10–11 months have been, it calls for changes, not for the sake of it, but to make every person more thoughtful about their own careers and to think from a different perspective.
So let’s look at what I think is missing and what can be done…
ONE: 2-way communication
By and large, these evaluations/conversations have become like an exam, one shares what they feel and then the Manager agrees or disagrees on it. This doesn't really help or is as helpful as the exams you would have had in School/College.
These evaluations/conversations should be, I think, how it would be if you meet a Therapist. There is no right or wrong, its just deep reflections and introspections about YOU and how can Manager help. All the deep buried pain and happiness should come out on top like froth on a cappucino.
One major gap is that these evaluations are about what your Manager thinks about your performance, there is no scope or no intended goal for a 2-way communication which is absolutely critical. An ideal Manager is not just to give a verdict but is equally responsible and accountable for the growth of its team and find out if and where they could have done more and what they can do going ahead.
And knowingly or unknowingly there may be instances where Manager didn't do as expected or probably the expectations were not set in the first place. The framework or the process must have these conversations inbuilt rather than being ignored or make it happenstance. 2-way communication is absolutely in the best interest of both the Manager and its Reportee.
SECOND: Life in general
Let’s face it, most of these conversations about performance evaluations are boring and isolated.
Boring, because they tend to talk only about work.
Isolated, because no part of life is isolated. There is always an effect either positive or negative on your work and life outside work and one definitely affects the another.
The following can be considered as part of these conversations —
- Personal, family — whats going well, what's troubling
- Health, wealth — what's going well, what's troubling
- Aspirations — if an employee doesn't have any aspiration, that's a BIG red flag in itself. Aspiration can be in the same job — grow vertically or grow horizontally. It can in the same sector or industry or it can also be something totally different. Let’s say a Product Manager wants to enter into farming one day or open a book store or open a Restaurant or something like that.
- What's working and what's not working — no two days are alike, not every meeting is boring or interesting, its impossible to get along nicely or otherwise with everyone at work unless you are a people pleaser which on a different note is guaranteed to make you miserable in the long run. Not every strategy and execution plan and the decision will be liked or disliked. Want to log in early on Fridays and log off early? Want to start Mondays late? Not happy with the weekly meeting agenda? Not happy with XYZ…
All these are very good conversations to have with you Manager. They are likely to invite a different much-needed perspective or even have a solution for whatever is troubling you. As to what’s working, Manager will be happy to hear so that they can ensure these things remain that way.
THIRD: Learnings, failures
This is my favourite one! Every person should introspect and reflect what did they learn and what did they fail and both need not be linked per se. But if one failed, it's necessary to learn from it so that it's not repeated.
If one is not learning constantly…they are deteriorating.
If one is not failing enough and regularly, they are playing safe and not trying enough.
Both are bad for any team/organisations.
Learnings
Every person should put down what they learned, it can work or non-work related.
It can be tangible or in-tangible.
Tangible — I learned a new User Research method.
Intangible — I learnt that in so and so meetings Agenda and pre-read must be shared at least 2 days in advance.
The very act of thinking about learning will naturally propel you to make it a part of your daily calendar.
Failures
This can be catharsis if done well and with the right perspective.
It’s safe to assume that with every success, there are multiple failures along with it. If there was 1 thing which succeeded, there might be 5–10 things which didn't succeed, which failed.
As some wise person said —
I didn’t fail, I learned 10000 ways it didn't work.
It is SO important to acknowledge failures. From my existence on life past 4 decades, this seems so obvious in hindsight.
Most failures are not a full-stop but rather a comma.
Most failures are not life-shattering.
Most failures are not irreversible.
But there is something to be learned from each failure.
That pitch didn't went well. Check.
That meeting with stakeholders didn't went well. Check.
Retrospective meeting turned into a “Mad-max Fury”. Check.
All the 3 examples can be termed as failure in some way and can be corrected, provided you give the time and opportunity to learn from it.
Work-related failures, if you don't discuss with your Manager, then with whom will you discuss? In most cases they have your well-being, success and growth as their top-priority.
Performance evaluations are mostly dreaded by each and everyone in most organisations.
I firmly believe by incorporating the above topics, one may even look forward to it.
I am keen to hear, how does Performance Evaluations happen at your workplace? Keen to learn and share this with my Manager in our next Evaluation! :)
