In my last blog, I talked about the annual performance review process and how many companies are taking a hard look at whether their process is contributing to improved performance, or is just a long and painful experience that everyone suffers through once a year.
One company that made a pretty significant change as a result of their analysis is Adobe. In an interview last year with Business Insider, Donna Morris, Adobe Senior Vice President, People and Places, described how, in 2012, Adobe abolished the annual review in favor of more regular, informal “check-ins.”
In the Adobe process, managers and employees meet at the beginning of the year to mutually outline expectations for the year. This clarifies for both the manager and employee what the employee is being held accountable for. Managers have regularly scheduled one-on-ones with employees to provide feedback throughout the year. In addition, employees may also receive feedback from peers and other partners across the company.
The process is based on the premise that “the more people receive recognition of what they’re doing in real time, that directs their performance — whether that be constructive criticism or feedback that reinforces what somebody is already doing.”
Morris suggests that “people should have the courage to disrupt a process that might no longer be providing the company with value.”
Have you taken a hard look at your performance review process lately? Are you giving your employees feedback only once a year or (worse) not at all?
Employees need to feel challenged and recognized. If you’ve been doing the same old, same old, when it comes to your performance review process, I highly recommend that you consider “disrupting the process” to create a feedback strategy that is simpler, more real time, and more effective.
If you need help with this, please feel free to contact me.