WHITEPAPER FEEDBACK PERFORMANCE APPRAISALS AND FEEDBACK EMPLOYEE DRIVEN ENGAGING EMPOWERING

Transcription

1 WHITEPAPER FEEDBACK PERFORMANCE APPRAISALS AND FEEDBACK EMPLOYEE DRIVEN ENGAGING EMPOWERING

2 'Receiving feedback and good communication' were listed in the top five factors found to positively influence employees. Leadership Management Australia

3 EMPLOYEE DRIVEN APPRAISALS BOOSTS ENGAGEMET Employees are a hugely untapped resource for organisations to boost engagement and productivity.

4 58% of companies say their performance management process is not an effective use of time. Source: Deloitte

5 8% The percentage of companies that believe their performance management process is highly effective in driving business value. Source: Saba

6 Source: PwC Gen Y said they prefer on-the-spot recognition over formal reviews. 78% 80% Employees said being recognised motivates them in their job. Source: Hubspot

7 Performance appraisal programs and processes are designed with the intent to drive up performance, capture development needs, and identify high potential employees for future leadership roles. Most traditional programs and processes fall drastically short of achieving this for two key reasons: 1. Ineffective feedback conversations. 2. Disengaging appraisal processes. Performance Focus Model

8 "I say what they want to hear because nothing really happens. I used to get into it and make suggestions, ask for specific training, but nothing ever happened so I don't bother any more." "Look at this form. It's for a administration worker, I'm a technical specialist. Nothing on this form relates to me. What I am I suppose to do with this?" "We stopped doing annual reviews which was great because they were awful. The managers were meant to give us feedback regularly but that turned out to be lots of mini awful reviews... too often. I'd rather go back to one annual review. The managers around here don't really know how to coach and engage me. The managers need training in this." "I just want to do my job and be left alone. Why do I have to want to climb the ladder? If I do something wrong tell me, otherwise leave me be."

9 "I had one member of my team who would schedule appointments when we were suppose to have the performance meeting. She dodged me all the time. I wasted so much time chasing." "The paperwork is so time consuming. I don't know what happens to the information once I submit it. I'm told it is part of determining the annual development plan for the organisation but I rarely see anything on that plan from what my team asks for, or for what I ask for!" "I dread these meetings. Sometimes the development part of the conversation is like trying to get blood from a stone. It's ridiculous because we both know the budget and time are early there even if a program is offered. And don't get me started on the difficult conversations..." "When we dropped the annual reviews I was relieved but we weren't given any direction, training or support for the 'in the moment' feedback."

10 WOULD THIS WORK FOR YOU? Your employees contribute more to growing the business through direct development, stepping up and speaking up. Your employee turn over rate reduces and staff morale / satisfaction increases. Your succession planning is more effective leading to vacated roles being filled faster with existing employees already prepared to take the new challenge. Your company, business or practice reputation improves leading to increased competitive advantage and attracting high calibre employees and clients. Performance appraisal paperwork submitted, fully completed, on time.

11 While there are many advantages to flipping your feedback process this program has five main objectives: OUTCOMES OF FEEDBACK 1 Improved performance across the organisation 2 Decreased turnover 3 A more productive, skilled and loyal workforce 4 More cost effective, informative and engaging performance appraisal process 5 Increased trust, confidence and openness between managers and employees

12 EFFECTIVE FEEDBACK CONVERSATIONS Whether giving or receiving, be it praise or corrective feedback, it needs to fully engage both parties, address the matter, then find and agree the way forward.

13 PERFORMANCE REVIEWS REDEFINED Create a culture of engaged, high performing employees supported by a performance process that is driven from the ground up.

14 58% of Deloitte's executives believe the performance management approach they were suing did nothing to drive employee engagement nor high performance. Harvard Business Review

15 2.5x High levels of employee engagement can boost revenue to 2.5 times Source: Hey Group Study

16 NEXT STEPS Where to from here? B a s e d o n a r e g u l a r 9-5 w o r k s h i f t Contact Sally on sally@sallyfoleylewis.com 1 or to arrange a time to meet and discuss your Flipped Feedback requirements. 2 Sally will liaise with you to set up a briefing session and send an agreement to engage. 3 Set program dates and commence the Flipped Feedback program.

17 ABOUT SALLY Most people want to do well and want to know how they're doing and what they need to improve. Obsessed with helping dedicated professionals be productive leaders, Sally has worked with thousands of managers and employees to master essential people skills, boost their self-leadership and confidence. Empowering people to confidently lead critical conversations, drive performance, The author of 2 books and avid podcaster sharing stories and interviews on People & Management, Sally is know for her blend of humour and down to earth practical approach to self-leadership. Clients Include: Qld Health, RBC Investments, Cognizant, Qantas, Abu Dhabi Police Authority, Simmons&Simmons, Kepinksi Hotel, Abu Dhabi Investment Authority, Nortec

18 ARE YOU READY TO FEEBACK? Follow Sally