by Peter A. Arthur-Smith, Leadership Solutions, Inc.®

“Companies frankly admitted that if the appraisal interview was done at all, it was usually quite ineffective…In many instances the situation seemed to be worse after the discussion than before it.” Ferdinand F. Fournies’ book ‘Coaching for Improved Work Performance,’ 1978     

That was then?  Judging from many hand-wringing newspaper and journal articles, as well as books, on this topic since that time, it would appear that we’ve made little progress. In fact, to rub salt into an old wound, these feelings are likely to become even worse as many international companies now resort to performance appraisal on-line. Minimize face-time and just complete the questionnaire. We’ll pass it through our management mill, and then you’ll get a rating plus a raise or otherwise. How do you imagine this will impact teamwork?

Why have we come down to this? Our bet is that it’s primarily due to both the words “performance appraisal” and the activity itself being viewed as an alienating, administrative exercise. Something most workplace people dread. Likely partly due to feelings of justifying ones existence and partly due to a sense it’s like going back to grade school.  It just doesn’t reinforce ones perception of being treated like an adult. It also focuses purely on the individual rather than the person being part of a team…see also book: ‘Abolishing Performance Appraisals’ by Tom Coens and Mary Jenkins, 2002.

Even worse, where executives or team leaders are co-opted into the process; many of them experience a sense of awkwardness and not feeling equipped to perform such a critical function. In fact, this writer often times finds himself encouraging and coaxing performance reviewers to proceed when they rather wouldn’t. They are often terrified at the prospect of informing their team members of where they’re falling short. Possibly because reviewers are somewhat guilty about their own shortcomings or something like that.

So what’s the alternative? Let’s imagine what it might take to make it into a more positive experience. Firstly, it should aim to be a personally rewarding experience. Secondly, it would need to be an adult experience. Thirdly, it should be focused on encouraging people to contribute to their fullest potential. Fourthly, we must allow people to escape any sense that they just didn’t contribute enough when the “appraisal” moment comes.

Once a performance period has passed, there’s no turning the clock back to change any particular shortfall situation. Hopefully workplace people will be lucky enough to have the chance to redeem themselves going forward. The bite of guilt at falling short is excruciating and doesn’t easily lift staff back into positive territory.

This is where Role Contribution comes into its own. Instead of kicking-off with, “What have you done for me lately?” Instead, start-out with, “What’s gone right for you in recent times?” and “What would make things even more right going forward?”  Now you will have started a pretty positive and constructive conversation. You won’t be putting your team member back on their heels.

Once the two of you have jotted down these answers, you can then pose the next question: “When have you noticed other areas where you believe you can contribute even more?” Followed by, “Where could you potentially assist your colleagues to contribute even more, so they can help you contribute more?” and “What more can I do to enable you to contribute that much more?”  Such constructive questions can then be rolled over into, “Are there areas where you would like to learn more about other team contribution possibilities?” Again, their responses are recorded either on a pre-designed note-sheet or into a computerized format.

And then you come to your penultimate question: “What things do you particularly like about our organization and where could we be of greater assistance to you?” But don’t ask that question, if your organization has no intention of considering such feedback. Finally, you can ask the contribution sign-off question: “Is there anything else you would like to share with me, other than remuneration and reward issues, which will make your role even more enjoyable?” Again, you will note down all their responses for future reference.

However, before you leave this Role Contribution session, you will:

» Inform your team member that their remuneration and rewards will be reviewed accordingly within 3-6 months; giving them time to adjust and contribute that much more before any revised package is offered. (NOTE: This is way much better than our current system of awarding reward changes immediately; that way the performance reviewee has hardly listened to any of your review points, because they’re merely waiting for a salary number to be declared at the end. Also, a raise is an easy way out for reviewers, who wish to award something to help the reviewee overcome any raw feelings, deserved or not.)

» Our traditional, immediate award or non-award system doesn’t give team members a chance to make amends or increase their contributions before something is declared. By creating a time space between their role contribution discussion and any award outcome, it gives participants an opportunity to show their true mettle. It is likely to be viewed as a fair and equitable approach; hence team relations are enhanced rather than diminished.

One last step in the Role Contribution scenario is comprised of a team meeting with all other participating team members. There they will share their team intentions based upon their role contribution discussions. From this round-robin, it will give team members an opportunity to reinforce their intentions to collaborate and contribute toward each other wherever they can…as declared in their prior session with their team leader mentor.

From such a Role Contribution approach, it will likely offer the following advantages:

» It enables you to treat your team members as adults.

» Such a constructive move will spur your team members to be positively objective about their contributions.

» During your positive discussion you will have opportunities to make suggestions or offer advice.

» It will encourage team play and how to be of value to each other.

»Participants will discover where they can be of further value.

    »You will learn about where your organization does well and could possibly do better.

    »You will enable all team members to leave their role contribution experience with their “tails-up” and looking forward to the next occasion…rather than their current dread with performance appraisals.

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