In preparation to the annual performance evaluation, i was looking for inspiration for a meaningful exercise. I accept occasional ticking the box exercises in minor, impactless things, but not in the case of performance evaluation. Too much is at stake. For all concerned. The appraiser included. Assuming regular feedback is happening, the one-to-one performance discussion/interview is very important. It cements the relation by positive emphasis on where things are and their next frontier.
I was looking for inspiration and discovered the HRB article “Giving a High Performer Productive Feedback” by Amy Gallo, December 3, 2009. It gives a structured approach to the performance evaluation and provides guidance on Do and Dont. Just back from a performance interview, I realised that this approach is transferable to all team members, whom one may not necessarily recognise as stellar.
“If you want people to change, give them positive feedback” is a well known adagio.
Appart from following the pretty standard structure of discussion around:
1. current performance
2. next performance frontier
3. aspirations, goals
I also include a few more personalised touches:
1. Show gratitude. Focus on how the performance was achieved. At what cost? (family-work balance).
2. What would you like to do next? What do you want to be known for in the project/programme/organisation? What matters to you most?
3. What can i do to support you on the path to excellence?
I would focus on “excellence”. We are all able to fly. It’s often the appreciation – the fuel – that keeps us grounded or makes us fly. How stellar is the team depends often on how the project manager praises and appraises its members.
T.H.I.N.K helps shape the feedback:
T – true
H – helpful
I – inspiring
N – necessary
K – kind
What tips do you use to make them fly?