This article originally appeared in the September 2022 issue of Security Business magazine. When sharing, don’t forget to mention Security Business magazine on LinkedIn and @SecBusinessMag on Twitter.
Revolutionizing the corporate culture – also known as the “utopian workplace” – has become an aspiring goal for organizations to achieve.
In the utopian workplace, employees feel empowered to ask questions and think differently, and leadership is confident in knowing the direct impact employees have on the organization. Employees are valued both personally and professionally, and there are clear career paths and trajectories with opportunities to amplify strengths and provide opportunities to improve are afforded to for all employees.
Creating this utopian workplace can seem overwhelming, especially knowing where to start; however, organizations who have conscientiously worked to achieve this work environment have implemented a robust performance appraisal process (PA process).
Inside the Performance Appraisal Process
The outcome of an effective PA process is higher performing and more engaged employees who have a clear understanding of what is expected of them and how they can improve. It is a crucial step in creating a culture where employees thrive.
The PA process assists leaders in learning more about their employees and how to best use them in the organization. It also helps organizations determine if certain employees need more training and which ones can take on more responsibilities.
According to the Harvard Business Review, there are three basic aspects of performance appraisals:
1. Provide adequate feedback to each person about performance;
2. Serve as a basis for modifying or changing behavior toward more effective working habits; and
3. Provide data to leaders to help evaluate future job assignments and compensations (Harvard Business Review).
In addition to identifying areas of improvement and creating a clear career roadmap, inviting employees to the performance conversation provides them the opportunity to voice thoughts, enables them to own their development, and provides guidance and direction.
Document these conversations and have employees set at least one personal development goal for the year as well.
Create a Feedback Culture
Developing a “feedback culture” supports the performance appraisal process. Leaders at all levels have an opportunity to rethink how they often they evaluate their employees’ performance.
- If you are wondering if your organization has a “feedback culture,” start by asking the following questions:
- How much time do leaders in my organization give to the performance appraisal process?
- Where does the PA process fall on the priority lists of our leaders?
- How often do leaders have check-in conversations around development and performance with their employees? Is it consistent?
- What competencies are being considered during the PA process?
If you are unsure about two or more of the questions listed above, most likely there is an opportunity to incorporate a new feedback culture.
Creating a feedback culture allows leaders to consistently check-in with an employee’s performance, goals and their overall progress. Taking it a step further, documenting these conversations supports a proactive approach to annual performance appraisals.
Being proactive eliminates “recency bias,” where leaders only evaluate the employee performance on recent events. The first step to creating a “feedback culture” is scheduling consistent check-in conversations with your employees.
Look at this as an opportunity to invest in your people and their performances. This is a great time to start strategizing on how to move forward and solidify a strong performance appraisal program. Invest your time as a leader in employee development; make employee growth a priority and you will build strong, trustworthy and loyal relationships – while taking a major step towards creating a utopian workplace.
Brooke Erickson is Director of Learning and Development for PSA Security Network. Request more info about PSA at www.securityinfowatch.com/10214742.
