HR pros are an inquisitive bunch, always looking to learn about the cool new best practices and hone their craft. And that was all too evident during the webinar I delivered last month. So, I thought, since you all have so many great questions about performance management, why not answer them for everyone? So, instead of responding to you each individually, here are some of the most-asked questions from my "5 Essentials For Modern Performance Management" webinar.
How and when should you document 1:1 meetings? For example, should you only document them if there are problems or all the time?
People often ask me about documenting 1:1 meetings. If your memory is like mine, just write a few things down so you can go back and reference it. It's not about identifying problems but taking note of opportunities and interests that may otherwise be forgotten.
How do you handle conversations about employee growth when there may not be many opportunities for advancement? For example, in a flat organization.
Here's the good news: There are always growth opportunities. We need to start shifting to our mindset around job roles from job descriptions and job tiers to job experiences. We have been talking about the demise of the corporate ladder for years but we are't really doing a stellar job of communicating an alternative. In my early 20's I remember hearing that my generation would have 12 career changes. I thought it was somewhat funny and yet when I look at my career now and the opportunities I have had, it is likely to come true for me. My career has not been a ladder, but to quote Cathleen Benko, more of a lattice.
There are always opportunities to try new things or set stretch goals in any role. Consider high performers a resource of the whole organization rather than a specific department and provide many opportunities for growth.
Building a culture of innovation will help drive this. People need to be asking, "Why do we always do things the same way?" Innovation can happen anywhere - products, services, process, (check out Deloitte's Ten Types of Innovation).
As a manager, I hold check-in meetings every other week with my staff. Sometimes, I get the sense that it's a bother to the individual. How do I get the individual to be as committed to these meetings as I am?
1:1 meetings are more than status updates. It is an opportunity for employees and managers to build on their relationship. Most importantly, they should always be about the employee. First, you should let your employee set the agenda, so they feel more ownership of the process (there are some great agenda formats in our Ultimate Guide To 1:1 Meetings eBook). You should also make a point of asking about them their motivators, career aspirations, take the opportunity to ask stay interview questions, ask them about their lives...it's through these relationships that managers you can help identify growth opportunities.
What do we tell managers who say they don't have time to give regular feedback?
Regular feedback saves managers time. Feedback makes everything more efficient. It makes people more aware of what's going on in the organization. You are providing input into their performance that can provide a confidence boost. You are giving feedback on issues that can help avoid problems.
If you look at the life of a project - do you want to wait until the end to provide feedback when an earlier discussion would have saved time and money.
If you are working on an assembly line and there is an issue putting together the first part, would you wait until the end to go back and say there was an issue in the beginning?
Do you have any other questions about performance management? Ask away in the comments below and we'll answer!