{"id":154951,"date":"2023-02-08T14:10:07","date_gmt":"2023-02-08T14:10:07","guid":{"rendered":"https:\/\/www.shrm.org\/resourcesandtools\/hr-topics\/employee-relations\/humanity-into-hr\/pages\/3-tools-to-replace-the-performance-review.aspx"},"modified":"2023-02-08T14:10:07","modified_gmt":"2023-02-08T14:10:07","slug":"3-tools-to-replace-the-performance-review","status":"publish","type":"post","link":"https:\/\/squarehr.com\/index.php\/2023\/02\/08\/3-tools-to-replace-the-performance-review\/","title":{"rendered":"3 Tools to Replace the Performance Review"},"content":{"rendered":"

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?In December, I suggested ways to revise conventional so-called “progressive discipline.”<\/a> In January, I followed up on the topic based on reader input<\/a>. This month, I want to remake the performance review.<\/p>\n

When I speak at SHRM conferences on the topic of performance reviews, I typically begin with a question: “How many of you are in organizations that use a formalized performance review?”<\/p>\n

Typically, there’s a sea of hands. I then ask: “Do you agree with the following statement? ‘The performance review is well worth the time and effort it takes based on its return in employee productivity, engagement and retention.’ ” <\/p>\n

The sea instantly drains.<\/p>\n

A Different Approach: The 3 Tools<\/p>\n

In this column, I want to share an alternative approach. Previously, I’ve written about the Same Day Summary<\/a> (a brief written summary of key takeaways from a recent meeting or discussion); the No-FEAR Confrontation<\/a> (first Frame<\/em><\/strong> the topic of conversation, then go into active listening mode; Explore<\/em><\/strong> the other person’s view; get them to Acknowledge<\/em><\/strong> that you understand their points; and then and only then Respond<\/em><\/strong> with your point of view); and the Star Profile<\/a> (succinctly capture the most important behaviors and actions in a particular position.)<\/p>\n

Here’s how they work together.<\/p>\n

Step One:<\/em><\/strong> Craft a Star Profile (SP) for each position reporting to you. This is not the job description, but it can draw key components from a current job description. Have a real-time conversation with each employee about what you wrote and why. When review time comes (I’m partial to 90-day intervals), the SP will anchor the discussion.<\/p>\n

Step Two:<\/em><\/strong> In the review discussion, use the No-FEAR technique. Your Frame<\/em><\/strong> is a candid, succinct summation of how the employee has done with respect to each prong of the SP (I recommend taking one prong one at a time.) Then switch to active listening (EAR). The discussion will include both feedback (what happened) and what Marshall Goldsmith calls “feedforward<\/a>” (expected future action). Use this discussion as an opportunity to celebrate successes and accomplishments, as well as to constructively address developmental needs.<\/p>\n

Step Three:<\/em><\/strong> The last step is the Same Day Summary (SDS) that you’ll write and give to the employee. It captures what you consider to be the key takeaways from the discussion you just had. This is a great tool for every important discussion you have with your employee, including the performance discussion.<\/p>\n

An Example: HR Business Partner<\/p>\n

Let’s assume I’m an HR director whose direct reports include HR business partners (BPs) who work directly with company managers and employees. Here’s what my SP might look like:<\/p>\n