Giving feedback on another's performance and behaviour at work - both positive and negative - is probably the most simple and cost effective means of improving performance. Yet commonly L&D professionals report a reluctance in management and staff to engage in feedback. At the same time UK employees report not receiving enough of it. We know that giving feedback should not be restricted to the annual performance appraisal meeting. In high performance company cultures, giving and receiving feedback constructively is a normal part of the working day. So how can managers and teams be encouraged to do more of it?
Why are some of your people performing well? What leads them to do so? What would change if all (or at least most) of your people performed at the same high level?
These are some of the questions we have been asking clients at the start of our people development programmes. Very often we find that the focus has been on under-performance and understanding what is lacking in people engagement. Less often do companies - and consultants for that matter - look at what is working really well and then learn from that information.
Your appraisal systems, whatever their structure, should enable you to identify who your high performers are. Once the appraisal, and perhaps rewards, process has been completed, what else do you do with the information?
Most companies do little, if anything, with this data. Utilising this information for both recruitment and development purposes can materially enhance performance, well-being and engagement. We employ robust and accurate personality and values psychometrics to assess high performers. We then weave these results into a comprehensive guidance package to support your recruitment activities and your management and development processes, such that more sensitive and personalised management can take place.
If you would like further information on the benefits you could achieve, or wish to discuss further, contact Sarah on firstname.lastname@example.org or call 07711 503382.