Wednesday, December 12, 2012

Shedding The Excess "Weight" Of Performance Reviews in 2013

Can you believe it?  The end of yet another year is upon us already.  I don’t know about you but I feel like I blinked and it was June.  Blinked once more and here we are in December.  As I reflect back on the year I recall a few memorable accomplishments.  2012 was a great year and one that brought wonderful opportunities for me and my colleagues.  But like most people, I am struggling to remember all the great things my team members accomplished this year.

Let’s face it, this is the time of year many of us are responsible for completing those dreadful annual performance evaluations.  I don’t know about each of you but I can find a million other things I would rather be doing than participating in this disengaging, ineffective process.  And if you ask your employees how they feel I can almost guarantee a very similar response.  Unless, their salary increase is tied directly to the process and then you may see a glimpse of excitement if they believe they are getting a big fat raise.

Let’s stop and really think about this for a minute.  Many of you probably have a team of talented individuals who have worked hard over the past 12 months.  Now, unless you are having continuous discussions about their performance or using some form of a social performance solution, you probably don’t have a good handle on all the things they did over the past year.  Don’t beat yourself up for it.  It’s reality.  Many of us have a hard time remembering what we wore to work last week let alone remember the wins of our people over such a broad timeframe.  Especially when we have numerous people on our team. 

Add to this the fact these people are individuals.  They all do their job differently based on their work style.  Not everyone has the same talents or skillset yet we try to measure them all against the same set of competencies.  We struggle to maintain clarity between each person when we are asked to rate them on 10-12 areas.  Things become clouded, we grasp for any resemblance of a performance that could relate to one of these models.  Let’s just call it what it is, an outdated, archaic process that should be thrown out with the turning of the year.

Now I realize this may sound crazy to some of you but there are better ways of measuring contributions.  And what better time to start over than the start of a new year.  We all make resolutions for our personal lives. Why not make a resolution that will have a profound impact on many people? Isn’t that what this time of the year is all about?  Thinking about others before ourselves?  Plus, wouldn’t you be much happier if you didn’t have to go through this experience next year?

So, how do you get started?  Well it just so happens I have a few suggestions for you.
·       Move to a more continuous experience – meaning, have more than one or two conversations a year.  At a minimum at least four.
·       Let each individual set no more than 2-3 goals for the coming year – buy-in is key – let them own this experience.
·       Get rid of all numeric rating scales – does being a 3.26 really mean anything to your people?  I think not.
·       Take a strengths based approach rather than all encompassing.  Let’s be honest, no two people are alike so why do we measure them all the same?
·       Disconnect compensation from contributions.
·       Build a strengths based development plan not a remedial focused plan.

This is going to take time, commitment and buy-in just like any other resolution.  Think about all the goals of losing weight in a new year.  The fitness centers love us because we bring them a lot of business in the first month or two of a new year.  But their business strategy doesn’t rely on us.  They know it will fade out quickly and they need something bigger.  Don’t let that be the feeling your people get with this change.  Make it part of your “lifestyle”.  It needs to become part of who your organization is versus just another great idea. 

Here’s to dropping the “weight” of performance reviews in 2013.  Good luck to each of you!

Tuesday, November 13, 2012

Yes Engagement DOES Matter....Just Ask Me

If you pay attention to any of the major HR or talent management blogs and other publications there is this continuous debate about engagement.  Does it make a difference to the business and to your people?  Is it just some conjured up philosophy for consulting firms to make money?  Do your people really care about it?

Well as someone who has been on both sides of the equation I can say with certainty it DOES matter.  That is assuming what you are measuring is really engagement and not satisfaction or happiness.  If those are what you are measuring either intentionally or unintentionally you will not arrive at your desired outcomes.  That is unless you are hoping to learn what people want in the cafeteria, if they like your benefit plans, if the holidays granted are sufficient, etc.  I think you get my point, right? 

I have seen and can recount numerous real-life examples of the positive impacts of engagement when done right.  I can also share with you as many stories of it backfiring.  In those instances the organizations made half hearted attempts at measuring engagement and then did nothing with the results.  Isn't the definition of insanity that of doing the same thing over and over and expecting a different result?  Hello!  If you are going to jump into this engagement arena at least do it right.  So what does that mean you may ask?

Just so happens I have a few pointers up my sleeve for you.  First and most important, don't think of this as an HR initiative.  This needs to become a foundational people and business experience.  Second, get your leadership team onboard.   And I don't mean just your Executive team.  You need the support of leadership across the organization.  This is going to impact leaders more than anyone else in the organization.  If they are not onboard they can very easily be what derails your success.  Third, if you don't have people internally who have significant experience with engagement be prepared to hire someone to help you.  Fourth, ensure what you are measuring are actually the motivators of your people and not satisfiers.  There is a HUGE difference. If your items aren't focused on leadership effectiveness, future vision, strategic alignment, people development, etc. you may be measuring the wrong things.

While I have a lot of other suggestions I will end with this.  Do something with the results.  You are asking your people to take time to tell you about their perceptions, opinions and feelings.  The least you can do is acknowledge them. You need to commit to taking action on those things that can have the biggest impact on the organization and your people.  Asking for input and then simply ignoring it or discounting it will guarantee you one outcome.  A mass frustration and environment of distrust from your employees.  You would be better off to forgo engagement all together than to do a survey and then do nothing.

If you want some additional free advice catch my segment on The Balancing Act http://www.thebalancingact.com/story/?id=3772.  Or, you can try the old fashion way and drop me an email (lisa_sterling@ultimatesoftware.com), catch me on Twitter (lisamsterling) or send me a text (4024164426).  I can talk about this stuff for hours.  How much time do you have?

Good luck to you and your people.

Friday, October 5, 2012

How Do I Get There From Here?

Have you ever been on one of those road trips where you think you know where you're going but all of a sudden you find yourself lost?  I remember trips with my family as a child and my dad would find himself in this situation frequently.  Rather than stopping and asking for some direction, he would break out a wrinkled atlas and fumble through the best route for us to get to our destination.  While this worked, I think we took the scenic route many times.
Now, with the technology we have today we can just call up Siri and ask for help.  But, does she always give you the direction you want or more importantly, need?  I know from my experiences with her I find myself frustrated after speaking with her because I haven't gotten the direction I need or want.  It is time for us to take control and stop relying on others to guide us to where we want to go. And I am no longer talking about driving directions. 

Not being able to see where you are going or how to get there causes a great deal of disengagement with workers in the US every year.  A recent Gallup survey estimates that lost productivity from a disengaged workforce costs the U.S. approximately $370 billion annually.  Yes, I did say billion!  Further research from this study tells us that roughly 72% of our workforce is "sleep walking" through their day.  One of the main reasons for this level of disengagement is the lack of career direction and opportunity.  

Our employees desperately want guidance on where to go.  They want to understand what journey lies in front of them.  We need to have deliberate, ongoing conversations with our people about the paths that are available.  We need to understand what they want to do but more importantly, what they can do with great success.  Any one can jump in a car and head down the road.  But if they aren't in the right car for the terrain their trip will be significantly less enjoyable and in some instances, they will not be able to continue forward successfully.  Again, not much different than the experiences our people are faced with today.

Now, that all said, I am not suggesting the ownness falls entirely on us as HR professionals or leaders within the organization.  We have to hold our people accountable for clearly articulating where they want to go.  We need to make them responsible for understanding where their final desirable destination is and then help them figure how to get there.  And keep in mind; just like Siri, there are typically multiple routes a person can take to get to that final destination.

To learn more about the importance Succession Management, join Claire Schooley and me for an educational webcast. http://www.ultimatesoftware.com/ContactForm/70160000000Uqrk

Thursday, July 12, 2012

Time To Abolish The Job Description

Over the past few weeks I have had the pleasure (smile) of reviewing Job Descriptions for key positions for a company.  I have to admit, this is the first time in a while I have actually taken the time to sit down and thoroughly read through one.   Imagine my surprise when I realized they had not improved over the past 10 years.

Now to be fair, after reviewing the descriptions provided to me, I went out and began perusing job descriptions on career centers of numerous companies.  Wow, they are down right terrible.  The level of detail and tactical information that is included it's no wonder our unemployment rate is high.  No one I have ever met fits one of these descriptions.  They definitely don't "sell" me on the job but rather turn me off and make me lose interest after the first three bullets.

Can you imagine where we would be if we used job descriptions when selecting our spouses or significant others?  None of us would be in any type of lasting relationship.  I imagine myself sitting down detailing out everything I would want in the "ideal" spouse and there is no way anyone would sign up for that.  Let's look at what my description would look like shall we?

  • Must be at least 5'10"
  • Experience in cooking homemade meals in a timely fashion
  • Has to have at least 5 years of experience in fixing "things"
  • Needs to have experience operating a lawn mower and snow blower
  • At least 2 years of experience taking care of young children

I think you get the picture.  Job descriptions have continued to stay so tactical that they don't look at what's really important about individuals.  Sure, I could have experience cooking but does that mean I am a fantastic cook?  No it doesn't.  I could have experience taking care of children but that doesn't mean I really enjoy it.  It's time we start building profiles for positions that focus more on the bigger picture of the position.  Experience, education and skills are not the best predictors of future performance and potential.  Yet so many job descriptions focus primarily on those areas.

How about we change this mindset and start creating something meaningful and engaging for our candidates either internal or external?  Then, the reality of us finding someone who is a fit becomes a greater reality.  Here is my Profile of an ideal mate:

  • Has a passion for creativity in and out of the kitchen
  • Doesn't believe in the phrase "If it ain't broke don't fix it"
  • Enjoys caring for others and has a strong sense of empathy
  • Is open to trying new things 
  • Enjoys jumping into tasks and getting their hands dirty

I am lucky that I found my perfect companion and perfect job.  But here's a little secret for you....I have never seen nor created a job description for my position.  Maybe that's the secret to success!

Friday, June 22, 2012

Somebody Turn On the Lights

It never fails.  A few days on the road and yet another experience worthy of a blog post.

Like many of you, I spend a great deal of time in airports waiting.  Waiting for security lines, food, boarding, etc.  This week was one of those where the time spent waiting was significant. 

Waiting at my gate for my ON TIME departure home I look up at the board and see our departure time has recently changed.  My first response is to pull out my phone, access my app and check the flight status just to verify we are indeed delayed.  Of course, my app confirms what I already know, we are going to be here for a while.  While somewhat annoying it's not what frustrates me.  As everyone begins to notice the time change people start stirring in their seats.  Yet all this time, not a single announcement is made from our gate agent.  He sits there at the podium caught up in his own world. 

Now don't get me wrong, I am not asking for a play by play of what is occurring but I am expecting some explanation.  See, I like to have options and in order for me to identify what my options are this particular evening, I need to understand the situation.  Is the plane having mechanical issues?  Is our inbound flight delayed?  Is there bad weather at my arrival destination?  Having an understanding of the situation would allow me to make some decisions about what to do next.  Do I go to a restaurant order dinner and a drink because we are going to be here for a while?  Do I go grab something quick from a fast food joint and bring it back because we will be taking off sooner than anticipated or should I hang out here staring intently at the screen wondering what's next?

Well I hate to say it but this isn't the first time I have felt this way before.  Through a show of hands, how many of you have felt this way in your career?  Come on, be honest and raise your hand.  Many of you feel like you are in the dark about your career the same way I felt about what time I was going to arrive at home.  We walk around with little to no information and wonder what next?  Is there a plan in place for me to grow in my career here?  Am I considered a high-performing, high-potential employee?  We are all essentially walking around with the lights out because we aren't given any guidance.



This is where my take on this situation comes in.  Turn on the lights for crying out loud.  Why do organizations and leaders feel it's so important to keep us all in the dark?  Are they afraid that telling us we rock might some how cloud our focus and make us less productive?  Are they concerned that by engaging us in those conversations others might get jealous?  Yes they are!  But it's time to stop being worried.  When was the last time you recognized someone for outstanding contributions and they went back and stopped working?  When was the last time you knew someone was out performing you and the thought alone encouraged you to work even harder so that you were first? 

The same holds true for the engagement and development of your people.  I am a huge believer in turning on those lights and allowing people to have visibility into their own future.  By being open and honest with people you give them the ability to make choices.  You learn about their aspirations and goals.  And most importantly, they strive to work even harder so they can achieve those goals and grow their career.  Let's face it, if you don't turn the lights on for them they will eventually see a light at the end of the tunnel only it will be a light somewhere else.  Are you willing to risk your best and brightest (no pun intended) stumbling out the door?