Criticism of the performance review process is not a recent phenomenon. It is perhaps a general perception that performance appraisals are typically poorly done, disliked by both managers and supervisors, create a multitude of problems and are often disconnected from day-to-day activities that determines performance management effectiveness. Yet, annual performance reviews seem to be entrenched in business operations and organizations continue to spend billions of dollars trying to improve them to no avail.
For the past 50 years, we have lived in a vicious cycle of reinvention after reinvention, creating an increasingly bureaucratic and disconnected system of performance feedback. Contributing to this dysfunction has been our focus on how to use automated systems and tools rather than focusing on the psychological and social dynamics of feedback. Research suggests, that we’ve been looking in the wrong direction and perhaps it is not the performance management system that is broken, but the environment within which feedback occurs that needs to be “fixed”.
The practice of constructive communication is unquestionably one of the most important practices of an organization. However if there is a shortage of constructive feedback within your office space, you are not alone. Similarly, a 2012 study revealed a resounding 98% of HR managers were dissatisfied with their current performance review practices. Recently, experts have identified that the absence of constructive feedback may not necessarily reflect a lack of individual ability, but rather the residual effects of an organization’s culture. Here at the Center, we have crafted a feedback workshop designed not only to teach employees the process of both giving and receiving constructive feedback, but to elicit a cultural shift that supports the notion of constructive communication as a company-wide norm.
The goal of this training is to create an environment in which individuals are consistently and proactively learning from others, sharing performance feedback, and proactively seeking information to increase their individual performance. This training will develop both feedback delivery and reception skills that incorporate the value of such exchanges. Ultimately the goal of this training is to create a new paradigm shift in which both employees and managers view performance feedback as a critical need for development and performance, and not with disdain and suspicion.
The training comprises two half day trainings with feedback delivery and reception exercises sandwiched within.