It’s not just “what” – it’s also “how”However, success isn’t determined solely by whether everyone hits their objectives. It’s about striking the right balance between performance and growth culture. Meeting goals accounts for 55% of someone’s final evaluation. However, the company allocates remaining 45% to how they went about it. So, for instance, a ruthless achiever who doesn’t care about their colleagues does poorly within the company. Goals sometimes relate to personal performance and completing specific business activities, but they can also extend more widely and adapt over time. For example; staff members ‘own’ objectives can serve as a reference point for a period; many goals feed into agendas and meetings, so they are continuously discussed; management and staff may split objectives into two, drop them, or add new ones as priorities change.
Trust your employeesIn my experience, it’s about trusting employees: this is the approach that delivers results. It’s not without pain: some employees might leave because of the way they attempt to achieve objectives clashes with the culture of the company. However, the model fosters a culture where each staff member is considered a mature professional, who owns their role and can use their initiative.
The key takeaway here is to analyse not whether you should or shouldn’t be implementing staff reviews but whether you are applying them correctly.
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