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Performance review: UK bosses failing to listen to employee concerns

Most employees are filled with dread at the prospect of their performance review. No surprise there then, but new research commissioned by Video Arts sheds some light on exactly why they are so feared.

The survey found that topping employee worries were bosses who refused to listen (24%), closely followed by those who believed their appraisals were a waste of time (19%) and in third place, employees that dreaded a confrontation with their boss (13%). Interestingly, 18-24 year olds most dreaded getting ‘caught out' by their bosses (37%) during their review.

However, it's not all bad news. When asked if performance reviews could be beneficial if done correctly, those surveyed gave a resounding ‘YES', with 92% of respondents believing they can have a long lasting and positive effect on the workforce. The main business benefits were thought to be improving morale (43%), increasing motivation and productivity (39%) and helping staff retention (10%).

On a more cautionary note, 30% of those surveyed revealed they felt no different after their last appraisal, with 13% actually feeling disappointed and undervalued.

Commenting on the research, Martin Addison, Director of Video Arts said: “We've found that the feeling on both sides of the review process is often very similar – one of pure horror. It is worrying that so many people felt let down by their last appraisal but we should be encouraged that they are aware of potential benefits. We think there's a real need for a new approach to appraisals. One that replaces misunderstanding and missed opportunities with a perfect meeting of minds.”

To help bridge the ‘divide' Video Arts has launched Performance review, a new training programme narrated by Hugh Laurie (right) that tackles head-on the reasons why everyone involved dislikes appraisals.

Part 1: Every manager's nightmare

Every manager's nightmare identifies six manager's ‘nightmares' that a manager could come up against in any performance review: Defensive Dennis; Weepy Wendy; Silent Steve; Non-stick Nigel; Bolshy Becky and Bored Betty.

Defensive Dennis

It's hard to help Defensive Dennis improve because he won't admit there's any room for improvement. But, it can be done.

Weepy Wendy

Tears never help an interview. But with Weepy Wendy you have to be prepared for them – and not let them throw you off course.

Bored Betty

Bored Betty. But why is she so bored? Could it be because you've let the paperwork take over and gone into autopilot? If so, it's not surprising if she goes on autopilot too.

Non-stick Nigel

Nothing is ever Non-stick Nigel's fault. It was bad luck. Or the system. Or other people's mistakes. Even so, there are ways of dealing with him.

Bolshy Becky

Bolshy Becky is looking for a fight – but if you take her on you've lost. You can only win by not fighting.

Silent Steve

At least you can get the interview over with quickly. But, it's very likely you're missing something important. So how do you get him talking?

Part 2: Every appraisee's dream

Every appraisee's dream reveals the secret of getting the most from an appraisal, demonstrating how preparation can help as well as how contribution from both parties is crucial.

When you are the appraisee:

Prepare information about the past:

• Check last year's review. And don't forget any modifications made at interim review meetings during the year
• List positive achievements. It is very important to make sure that appraisal discussions are not simply, or even mostly, about things that haven't gone well
• Discuss ways of righting wrongs. Very few people don't make mistakes or over-reach themselves or run into unforeseen circumstances which knock their plans sideways. And those that do are probably just going through the motions. The important thing about mistakes is to use them as an opportunity for learning. That takes preparation

Prepare suggestions about the present:

• Be honest about your weaknesses. Appraisal is (or should be!) about helping you to do your job better and more easily. Part of that involves having an open discussion about how to remove, reduce or get around your weaknesses. The first step in that process is to be honest with yourself about things you are not so good at and go to the appraisal discussion with ideas about how to tackle these issues.
• Solutions may not involve changing your behaviour or learning new skills. Sometimes it may be possible to let a colleague handle the things you don't do well, while you apply your strengths to aspects on which they are weak
  Emphasise your strengths. It is depressing, unhelpful and unrealistic to spend the appraisal discussion going through a sackcloth and ashes routine. Identify what you are good at and ask your boss to help you use your strengths to better effect
• Discuss current issues. It is very positive to leave an appraisal discussion with actions you can implement at once

Prepare ideas about the future:

• Improving your qualifications. That may involve exams and formal qualifications, but in very many cases it means thinking about new skills that will help you do your job better and how you might best acquire them
• Widening your experience. One of the biggest factors which inhibits the efficiency of organisations is the growth of functional silos – groups of people who may be very good at what they do, but who don't understand how their work meshes with that of others. Widening your horizons within your organisation can significantly improve your value as an employee and will be good for your career as well
• Planning the long term. It is all too easy at work for the urgent, short-term tasks to displace important, long-term activities. Appraisal discussions are an opportunity to step back and look to the future

Finally… don't forget to confirm action points and fix review dates.

Performance review is available on DVD and video and comes with a range of support materials, including a guide for the course leader, self-study workbooks, customisable worksheets and presentation slides. Contact Video Arts for pricing information.

About the Research

ICM Research interviewed a random selection of 1012 adults aged 18+ by telephone between 29-30 October 2003. Interviews were conducted across the country and the results have been weighted to the profile of all adults.

For further information about Performance Review and Video Arts visit www.videoarts.com/performancereview.

Training Reference is not responsible for the content of external Internet sites.

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