On the 11th of June I hosted a twitter chat for #NZLead, as part of a month long focus on performance. You can read the preview and background for that chat here. This post is a recap of that chat:
As discussed in the preview for this twitter chat I see value in giving feedback. And I see value in discussing progress, development and future career paths. So the proposition was implementing an on-going, regular coaching conversation between employees and managers encompassing feedback on performance, discussions on progress, clear expectations of the role requirements, future development plans and initiatives. No surprises, real time conversations that are simple, straightforward and achieved with far less blood, sweat and tears.
The general consensus was undoubtedly that the PDR process needs to change. Some had tried similar methods to suggested coaching conversations in the form of simplifying the process, retraining managers in implementation and others agreed coaching conversations worked well with a lot of staff, but it maybe wasn’t a one size fits all problem / solution. By equipping managers with the skills to conduct coaching conversations some had seen great success, though an education piece was needed for staff and management to get meaningful buy in. There was also the feeling that there are managers who prefer tick boxes and straightforward forms to the perceived ambiguity of the coaching conversation, but also that’s it’s the role of HR to change these situations and expectations.
A substantial communication and education (why and WIIFM) piece would be required in the roll out of any new process within an organisation to achieve success. A transition state or ‘baby steps’ approach to any significant change may make the adjustment more easily accepted by employees. And it’s a cliché, but true – role modelling from the top down, ensuring senior leaders in the organisation walk the walk and showcase the new framework with their direct reports.
Whilst no pitfalls of making this change were identified, it is acknowledged again that managers need the skillset to lead meaningful conversations, ask questions and provide honest, constructive feedback. There was also the recognition that if not done well the conversations would be about as useful as poorly executed PDR’s.
To remain relevant and grow with the changing world of work it seems inevitable that traditional PDR processes as we know them need to change. Laborious and cumbersome in today’s ever evolving VUCA world where the likes of agile methodology are becoming more and more prominent, they simply no longer fit in a modern and developing workplace. Coaching conversations seem like a good alternative moving forward, provided the proper ground work is done with both employees and management alike to equip them for the transformation. Once achieved the potential for coaching to provide framework for more meaningful work conversations in relation to providing constructive feedback to employees and a forum for on-going development is immense.
If you’re interested in joining in on the #NZLead chats you can do so using the twitter hashtag on Thursday’s at 7pm NZ, 8am UK, 5pm Melbourne Sydney. Or you can check out more about what #NZLead is all about on the website.
HR Musings 