{"id":11341,"date":"2019-02-07T16:03:01","date_gmt":"2019-02-07T10:33:01","guid":{"rendered":"https:\/\/grosum.com\/blog\/?p=11341"},"modified":"2019-09-21T18:33:39","modified_gmt":"2019-09-21T13:03:39","slug":"performance-review","status":"publish","type":"post","link":"https:\/\/grosum.com\/blog\/performance-review\/","title":{"rendered":"What should be there in Performance Review other than the appraisal form"},"content":{"rendered":"
Is the annual performance review really dead?<\/div>\n
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Performance Management is ever evolving. Some organizations still rely on traditional methods like forced distribution, periodic appraisals, ranking methods etc. while many organizations have moved a long way from the traditional methods of review. We have already compiled a list explaining 29 Types of Performance Appraisal Method. Click to view<\/a>.<\/div>\n
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Performance appraisal forms make the whole process of Performance Review less engaging and haunting for employees. To increase employee participation in the appraisal, experts suggest implementing continuous feedback mechanism like 360 Degree Feedback<\/a>, career planning, open communication between manager and employee and so on.<\/div>\n
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We went ahead and asked experts around the globe, on what they suggest can add to Performance Review forms. Here from the horse’s mouth:<\/div>\n

#1 Peter Lemperis, Global Director of Compensation, Benefits, and Mobility at a leading supply chain and logistics organization<\/b><\/h3>\n

Location: UAE<\/b><\/p>\n

\"PeterPeter<\/a>, a Senior Human Resources professional, believes many organizations are unable to successfully deliver on their imperative of objectively evaluating performance and improving individual and organizational performance because they follow a formal performance review process. <\/span><\/p>\n

Peter outlines the following components which organizations\u2019 should incorporate into their performance review process to drive a long-term sustainable performance:<\/span><\/p>\n

1) <\/span>A mechanism for constructive feedback<\/b> – For many Managers, the process of providing feedback to employees can be a daunting task. The most successful performance management<\/a> systems provide a framework to give and receive feedback on a continuous basis and not just during the performance cycle. Many organizations have taken this one step further through the introduction of 360 Degree Feedback<\/a> from peers and subordinates.<\/span><\/p>\n

2) <\/span>Learning and development<\/b> \u2013 Once the performance management<\/a> process is complete,\u00a0<\/span>employees have a clear understanding of their strengths, weaknesses, and opportunities for\u00a0<\/span>improvement. Successful performance management systems take this a step further by providing the relevant learning and development opportunities to immediately enable the process of continuous improvement.<\/span><\/p>\n

3) <\/span>Total reward system<\/b> \u2013 For organizations wishing to embrace the ideals of meritocracy, there\u00a0<\/span>should be a clear link between the performance evaluation and remuneration. More specifically,\u00a0<\/span>performance reviews should be a guiding factor in the annual salary review process.<\/span><\/p>\n

4) <\/span>Career aspiration and succession planning<\/b> \u2013 The outcome of a robust performance\u00a0<\/span>management system is the development of detailed succession plans<\/a> for their organization. In\u00a0<\/span>order to ensure appropriate alignment between employers and employees, it is imperative to\u00a0<\/span>understand the employees’ career aspirations and goals<\/a>. There is often a major disconnect between the career aspirations of an employee and employer; the ability to understand these aspirations allows for a more precise succession plan.<\/span><\/p>\n

#2 Giovanni Gavino Everduin, Senior Advisor HR and Organizational Development at Boston Global Communications & Performance Inc.<\/b><\/h3>\n

Location: UAE<\/b><\/p>\n

\"GiovanniGiovanni<\/a>, a global Organizational Strategy expert, believes in measuring (the impact and perception) of people’s behaviors within the organization as it is critical for any company, and a great proxy for understanding how sustainable their performance will be.<\/span><\/p>\n

Giovanni emphasizes the following rules to attain organizational success:<\/span><\/p>\n

A broader conversation on the employee’s ambition, growth, and career development. The narrative should always be framed around how an organization can align it’s needs and aspiration with the employee’s, to create a win-win.<\/span><\/p>\n