We are a society that loves “instant” feedback and results. This expectation is growing more widely now that the first generation to grow up with instant gratification has entered the workforce. This is neither bad nor good – it just is.
Instant Gratification is Changing the Performance Review Process
Management needs to acknowledge this new employee mindset and alter their traditional processes to provide timely communication and feedback. It is important to most individuals that they have regular, ongoing feedback (i.e. after a project, at the end of a calendar quarter, at the end of a deadline, etc.) versus waiting for the traditional, annual performance review.
With more routine feedback throughout the year, employees have the opportunity to shift gears if needed to strengthen their results/skills. Likewise, employers are more in-tune with the employee’s performance and where they are emotional with the engagement of their role and with the company.
Install an Employee Achievement Plan System
In an achievement plan system, supervisors don’t do something to employees. Instead, each employee — with assistance and input from the supervisor — drafts a personal performance achievement plan. This is a plan that the employee will implement in the coming year.
Performance Achievement Plans, in place of traditional employee evaluations, work best when they are an integral part of an employee achievement workplace culture.
The supervisor’s role is not to evaluate the past behavior of the employee. Rather, the supervisor’s role is to act as a coach to ensure that the plans are in sync with the organization’s goals, challenge the employee’s skills and talents, and are realistic, actually capable of achievement.
A performance achievement plan includes:
- Organization goals. The specific organization goal or goals that the employee’s efforts will contribute to during the coming year.
- Employee’s personal goals. An explanation of how the employee’s personal goals mesh with those of the organization. It’s a way to make sure the employee understands his or her role in the organization.
- Major job responsibilities. The key duties and functions that make up the employee’s job.
- Unproductive job activities. The unnecessary job tasks the employee has been doing that can be dropped to allow the employee to focus more time and effort on productive job duties.
- Personal action plans. A list of actions the employee will take to improve customer service, communications, and/or quality. The employee uses this section of the plan to commit to “stretch goals,” goals that will require the employee to improve their talents and abilities and to achieve even more than they have in the past.
- Development plan. This is a plan for the employee’s long-term growth with the organization.
- The supervisor’s role. A list of actions the supervisor will take to support and coach the employee in achieving the personal and development goals.
- The employer’s role. A list of ways in which the employer and the organization itself will support the employee in achieving the personal and development goals.