Michael Armstrong and Angela Baron wrote that Performance Management is 'a process which contributes to the effective management of individuals and teams in order to achieve high levels of organisational performance. As such, it establishes shared understanding about what is to be achieved and an approach to leading and developing people which will ensure that it is achieved'. Performance Management is about more than just measuring people’s targets and key objectives. It ensures that all employees:
- Have a clear understanding of their key business objectives and that their objectives are aligned to the overall corporate strategy
- Are given feedback on their performance and shown where they have added real value to the organisation
- Are given the opportunity to demonstrate why they are the best at what they do
- Have the necessary skills and knowledge to exceed their objectives and thereby deliver a high performance
- Are supported by management and the organisation in their development and future employability
- Are part of the process of defining their key goals and development strategy
While the benefits of performance management, and in particular reviews meetings and setting SMARTER goals are clear many people miss out on the opportunity of maximising these benefits. Let me ask you a question that I have asked many people over the years: “How much time do you spend preparing for your performance review meeting?” Is it 30 minutes, an hour or whatever length of time it takes to fill out the review forms? If you view the review meeting in this way (and you wouldn’t be alone), then you are missing out on the biggest opportunity that you will get to promote your career and receive feedback on your performance.
In my book “Slave to a Job, Master of your Career” I examine why people tend to spend more time planning their annual holiday than planning their careers and I also set out a strategy to overcome this problem and as a result improve your employability. One critical area of your strategy is the performance review meeting. Review meetings play an important role in all perform¬ance management systems and are now seen as part of good management practice. Ask yourself a simple question before your next review meeting: “Do I get the best out of my performance review meetings?” If not, it is time to take action and make the review meeting work for you.
Approach your review meeting as if it is a business meeting with your most important customer. Be professional, organised and ready to outline what you can do for your manager that will add value to them and your organisation. It therefore requires an investment of time in the preparation and planning of the meeting. There are no shortcuts. Your review meeting should be seen as your showcase for the year. It is your opportunity to put on record all the reasons why you are the star of the organi¬sation. You can share all your successes and your plans for the coming year with your manager.
Here is a quick guide to your planning:
- Read the business plan for your organisation
- Make a list of all the areas you want to discuss – your agenda
- Budget your time to ensure each element gets equal airing and key points aren’t omitted
- Write down all your key points to act as prompts during the meeting. Bring brief notes with you
- Bring at least one SMARTER goal (top performers will bring more) that will add value to your organisation
- Outline what areas of your personal development that you will working on in the next period
- Be familiar with filling out the forms so precious time isn’t wasted
- Complete any pre-interview forms
- Dress to impress, professionally and stylishly.
How do you want to be remembered when you leave your next performance review meeting? What positive impression will you make? The amount of preparation, planning and practice that you are willing to undertake will have a major impact on the success of your review meeting and the lasting impression that you will make. There is no shortcut to business success and employ¬ability. It is your career, you own it and, therefore, you have a responsibility for its success. Approach your next performance review meeting as if it was a business meeting with your most important customer. Sell yourself all over again. Be a Master of your Career.
Sean McLoughney
Sean McLoughney – is author of Slave to a Job, Master of your Career (published by Chartered Accountants Ireland 2009). Sean heads up LearningCurve, a company specialising in the Managing People suite of courses. He also wrote, designed and delivers the highly successful Diploma in Managing People for Chartered Accountants Ireland. The next Diploma course starts in January 2010 is available to book online.