START BY ADDRESSING THESE FOUR KEY AREAS What How Annual/bi annual Taking a leaf out of Google’s People Operations this performance reviews should include a self-evaluation, 360-degree review (peer evaluation for holistic overview) and calibration of results. Consequently, employee and manager can meet to discuss the outputs. NONO One-on-one meetings Acknowledge that employees may find performance TION TTION T review meetings stressful. Clarify that they should be two- way discussions. Managers should share notes and there should not be any hidden reasoning or information. These meetings should be done every week. ALENT AALENT A Continuous, real-time In order to track people’s OKR even as they make progress, SS feedback which makes the OKRs more real than if they are only SESSES something mentioned every quarter, you can use software such as Perdoo, Weekdone, Lattice or Betterwork. SMENTSMENT Setting objectives Don’t attempt to force goals that won’t cascade perfectly. Goal setting is most importantly, about prioritizing and clarifying expectations. It’s NOT about managing tasks. Discuss the skill development that needs to occur to meet the short and long-term career goals of the employee. Come up with key areas of development with the employee involved. Take into consideration the employee’s strengths and new skills developed through the last performance review cycle. You can read more about Performance Management at Google in Qulture’s Ebook. Remember that the purpose of managers (and by extension performance metrics) is to enable those below them, not control them. If you have spent massive resources on defining a company culture, sourcing, interviewing and onboarding talent, you want to make sure you do not stifle them. This can mean removing managers power from review processes in order to create an honest relationship. 113113