Our Top things to do before you run your new review

Our Top things to do before you run your new review

Top 3 things bod
Thinking about starting a 360 appraisal process in your organisation, or updating the process you currently have in place?

The Carbon360 team love appraisals and know there are a few important things to consider before you roll out those reviews. We realise the time and effort you’ve put in to get a new process ready, and incorporating our top tips below will make sure your process is successful and really benefits your organisation.

When you introduce changes or new processes, it is not uncommon for staff to feel uneasy.

However, a good appraisal requires the staff taking part to be in full support of the process. They need to know that their participation will make a difference and that their work will be fairly recognised. If not, your process will fail, or give results that aren’t honest or in depth enough to drive organisational improvement.

As ever with good performance management, when it comes down to it, it’s about communication. If you are clear and transparent about your new processes, that’s half the battle won!

Here are our top three things to make sure you have appraisals right, right from the start.

1.       Talk to managers

Bad communication with managers is a common reason that appraisals fail. Managers are the key to making sure that employees know what they are doing, and can see value in the review process. From the start of the appraisal journey to the point where you alight, you need to ensure communication is ongoing, and managers must be the drivers of the conversation.

HR needs to ensure that managers thoroughly understand the process themselves before reviews are rolled out. They need to see the value of reviews and feedback, and clearly understand what the organisation hopes to achieve from the process - then communicate that to their employees. It’s not just down to HR.

2.       Push the positive!

Performance Management can be scary. Staff know that appraisals could draw attention to areas where they may be struggling, and this can make them wary about the process. However appraisals shouldn’t be a negative experience, and shouldn’t make staff feel as if they are being criticised.

When run right, appraisals recognise areas in which staff have been working well. Good performance management highlights the successes of each employee. They also highlight and address skills gaps – but this must be done in a constructive way. Managers should use feedback to inform L&D and progression plans, so even ‘negative’ feedback becomes a positive opportunity.

360 reviews are also a great chance for staff to share their opinions, take ownership of their own progression, and to voice any concerns. Let staff know this, and they will get on board and positive about the process. This means better, more applicable feedback.

3.       Plan how you will use your feedback

There’s no point running a beautifully smooth appraisal process, conducting a really positive meeting afterwards then filing all the information away in a drawer, never again to see the light of day.

Before you start the process, decide what you wish to achieve from your feedback, and make sure the questions you use back up these aims.

In a nutshell, the main things that you need to consider when you are planning your new appraisal process are communication and a strategic competency framework.

Appraisals fail when they are conducted arbitrarily, limiting them to a box ticking exercise that doesn’t really benefit the organisation. They also fail when the purpose and intentions of the process are not fully backed by managers, or communicated clearly to staff.

People can be worried by change, but their worry often comes from a fear of the unknown. If you communicate your intentions clearly and manage appraisals with transparency, you are much more likely to get buy in from both managers and employees. Make it clear to employees that their 360 feedback is completely anonymous and you will get better, more useful and honest responses. This will aid completion rates, and mean that appraisals are of genuine applicable value to improving the work in your organisation overall.

Just as they should be!

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