How to Rethink Performance Reviews

Should you really conduct annual performance reviews?

Summary
Transcript

Paaras Parker, head of human resources at Kroger Digital, explains why leaders should rethink traditional performance reviews.

“There's a lot of research around the death of the annual performance review,” shares Paaras. “In my opinion, the only way the performance review can actually die is if people are getting regular communication about what’s expected of them, how they're doing to those expectations, what they ought to be thinking about doing to sustain that behavior, or what they should be thinking about doing differently.”

Watch the video for more on performance reviews and why consistency and clarity are key to providing effective feedback.

The most important thing about performance reviews in general is consistency and clarity. So there's a lot of research people say, or a lot of reading, around the death of the annual performance review. In my opinion, the only way the performance review can actually die is if people are getting regular communication about what’s expected of them, how they're doing to those expectations, what they ought to be thinking about doing to sustain that behavior, or what they should be thinking about doing differently.

My advice would be to not name it a performance review and talk about it more in terms of actual normal people talk. A way a business thrives is really through its people, and a leader's responsibility is to make sure that people are able to do their jobs at the best of their ability. I like even numbers, so oftentimes I'll say from a formal sit-down discussion perspective, have six a year. It's truly cyclical, but you also have enough data all throughout the year to both recognize and celebrate really, really great behavior, and also address obstacles or areas of concern. It's really that consistency in, "Do I know what's expected of me? Do I know how to do it exactly the same? Do I know how to do it better? And then when I do do it better, are you telling me that that is what you were looking for?"

I think if you have an organization where people are meeting with their managers on a regular basis, they're clear on what the company vision is, where the company is heading, and they're super duper clear on how them, as individuals not just their role, on how themselves as individuals impact that, that is your best performance review cycle, regardless of if you write it down on a back of a napkin or you have a great system that does it. At the end of any discussion about performance, two things should be clear: Do I know what's expected of me, and how am I doing against that?
Data 2fimages 2ftgtfvs7trxpgafaz9vcf paarasparker

Paaras Parker

Paaras Parker is an engaging leader who is passionate about helping others thrive. Currently, she serves as head of human resources at Kroger Digital. 

Previously, Paaras held a number of leadership positions at Macy’s, Global...

Take Action

Complete the following Action Items to put the insights in this video into practice,
and share them with your team to continue your leadership growth.

Perfect your new leadership skills every day with these exclusive Leadercast exercises, available to Subscribers! Click here to become a Subscriber.

Liquid error: No such template 'platform/programs/search-modal'