Published: May 26, 2020, 5 a.m.
Duration: 54 minutes 51 seconds
Explore-->Decide
- Performance reviews bring in feedback from the people who know us best in our organization (not just our formal supervisor, but our co-workers!)
- The person whose performance is being reviewed is called the focus person
- Ideally in a review, you want the input of multiple people who have experienced working with the focus person and have access to their different areas of work. The idea is that every level relating to the focus person is present during their review.
- Ex. Supervisor, client contact, someone with whom you worked with on a specific project, etc.
The focus person:
- Determines the members of the performance review (who is there to give the review)
- Parameters - top 5 people the focus person works with most
- Sets a date and time for the performance review
- Proposes a neutral facilitator
- Gives the members of the performance review access to relevant documents (previous improvement plans, role description, B.A.R.T. etc.)
The Members of the Performance Review (Feedback Circle):
- Review documents
- Come up with an improvement plan
- Utilize Understand-Explore-Decide Model
- Prior to the Meeting: Understand
- The role of the focus person
- Other relevant data - reports/evaluations from other sources
During Performance Review:
Understand
- Prior to performance review, group reviews job description and previous improvement plans
- Did Well
- The Focus person then speaks about what they have done well in areas of production or service, process, and interpersonal interaction
- Then each person in the feedback circle shares their perspective on what the person has done well
- Ex. I appreciate your voice in XYZ meetings. What you say always seems to add to the discussion. I very much admire how you always pass when you do not have anything new or relevant to say. To me, that just makes your voice more valuable because you seem to choose wisely what needs to be said without taking yourself too seriously.
- The Focus person speaks last, and summarizes what they have heard from the circle
- → *Feedback on what a focus person has done well is an implicit request to continue or do even more of what they do well.
- Explore
- Improvement Areas/Could Do Better
- **This is not yet where anyone provides “solutions” - this is an opportunity to share where there could be areas of improvement, not how we want these areas to be improved. Examples:
- Communication
- Response time to email
- Tech support
- Public Speaking
- Flex Time
- Can also improvement where we want to see more of something the focus person is doing well
- Ex. Very good at training staff on XYZ skill - organize more workshops for organization
- Again, the Focus Person Speaks First
- Then group shares
- Improvement Plan
- Conversation - Proposal Ideas
- How would you like to see improvement in the areas described in the “do better” conversation
- Make it specific and doable. Examples:
- I’d like you to respond faster to email, within 24-48 hours. I’d lve to hear from you whether there is a way to organize that in a way that would work for you.
- You’re a great resource for tech help, I’d like to see you bring that in more. I am also concerned about overloading you with work. I’d like for you to reserve 2h per week for that and be intentional about not doing more. If we find out it takes more time, we can look in to maybe hiring someone for that, as we don’t want to only rely on you for tech support, as we want to use all of your skills well.
- Since you mentioned public speaking as an area for improvement, I suggest you commit to doing 3 public speaking events by the end of the year and get more coaching to support that.
- Improvements can also affect more than one person and need to be addressed elsewhere, ex:
- We hae identified flex time as an issue. Since that seems to be a bigger issue that affects the wider organization, I’d like to send this to XYZ department to look at. Let’s revisit their thoughts on this on X date.
- OR maybe the improvement areas result in a change in role description. Ex:
- I’d like to modify your role to include more IT support work.
- Decide
- Improvement Plan Write-Up
- The focus person organizes the proposal ideas into an improvement plan document
- Can be done within the meeting or after the meeting
- Group decides be consent on the final improvement plan review
- Questions
- It feels overwhelming to take on the whole culture of an organization. When you aren't in a leadership position, it can also feel intimidating. I have never worked for an organization that had a good process for employees to provide feedback about what is going well, what is challenging, what could be improved, etc
- Mel’s Mindful Minute:38:35
- Everyday Mindfulness Exercise - washing dishes, laundry, brushing teeth, etc
- We Are Always Students
- Sharing is Self-Caring
- Self-care
- How do you feel about this model?
- Who would you invite to your performance review group?
- What initial questions, concerns, or hesitations do you have?
- Community-care
- How would this impact the dynamics of your team?
- How can you implement these pieces into your current team?
- Systems-care
- Org-wide, why do you think this model isn’t widely implemented?
- Are there opportunities for improvement/feedback loops
- Reach Out!
- lifeisworkpod.com
- Find questions submission link
- Insta & Twitter - @ lifeisworkpod
- info@palanteconsulting.com
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Listed in: Culture