OVERVIEW

Although many organisations already have a performance management system in place, this often only focuses on the skills required for the job role – not on the importance of the qualities, personality traits and behaviours needed. Developing the skills to allow a really effective and motivating conversation to take place, which allows for personal growth and has a positive impact for the organisation is often missed resulting in a “tick box” approach to the Appraisal. At Investors in Learning we believe the focus should be on people, the Human Elements, and the relationship, not just on a process and that the Appraisal conversation should be motivating, powerful and valuable to both the individual and the organisation.

The term ‘Performance Management’ can be daunting and can create the wrong message and climate around the process. Therefore, we have developed processes which ensure a focus on the importance of the development of the individual, as well as a focus on strengths in order to create a feel-good factor to the conversation.

Feedback is often the main time when we clarify and gain greater insight into what our roles at work are about. In the fast pace of change we also need to reset our business priorities regularly to keep abreast of developments. Therefore the conversations about our work are a key time where expectations are set, and responsibilities are clarified.

It is also vital to understand the research and learning on this topic, which is showing us that the traditional annual appraisal or performance review is really not the route to sustainable success. Instead we need to develop a routine of regular conversations which have the focus around a high quality interpersonal exchange of information and experiences, which motivate and stimulate, ensure that we are keeping abreast of the fast pace of change, whilst still satisfying the same necessary outcomes that we require from the formal review.

Effective ‘Brain friendly’ Feedback provides a clear expectation of performance; it is feedback that can be digested and absorbed , rather than being repelled through defensiveness or fear.

We understand more now about the psychology of feedback than we have ever done before. We understand that if we relate feedback to people’s strengths then we are far more likely to be able to get a result in terms of people’s willingness to accept the feedback, and therefore for that to result in the necessary changes, acceptance of new learning and positive behaviours and performance. If we give feedback to people in relation to people’s strengths, then the brain’s chemical responses are supportive of new learning and the building of new neural networks. If we give feedback with any threat or negativity then we are likely to simply develop defensiveness or resentment and far less chance of being able to instigate or create new change.

Therefore, if we learn strengths-based approaches to giving feedback we will be more likely to achieve the necessary behavior change resulting in a more sustainable positive impact on business success.