Yesterday I conducted a performance review with two of my direct reports.
It was our first time going through a new quarterly process. Our organization has moved away from the traditional annual review.
I took this opportunity to insert new elements in the discussion. Rather than focusing exclusively on outcomes (i.e. did you meet your goals?), I injected a number of inputs to measure their level of play, purpose, and potential:
- How are you doing?
- Are you enjoying the work that you do?
- Do you have everything you need to do your job?
- Do you think we are working on the right things?
- Should we try something new?
- Should we change how we do what we do?
- Do you need more visibility on the impact your work has on the end-customer?
- Where would you like to be next year or three years from now? Would it be with this organization or another one? Is is the work that you do today getting you closer that?
- What can I answer for you?
- How can I help?
This list certainly feels like I work for them, and not the other way around.
2 thoughts on “Adaptive performance review”
Fantastic. I asked my team to give me their current resume and then what they want their resume to look like in five years. Then we broke all the steps to get them there.
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Great idea! It gives their current work a true sense of potential for an even brighter future.