This course was created by Pete Mockaitis of How to Be Awesome at Your Job. We are pleased to offer this training in our library.
Skill Level Beginner
- [Announcer] This is an audio course. No need to watch, just listen. Welcome to the latest addition to LinkedIn Learning, podcasts. We've curated some of the best business podcasts and made them even easier to listen to. Each episode is split into sections. Use the links in the Contents area to skip to whichever section you like. We're always looking for new ways to help you learn and we appreciate your feedback. Thanks for listening. - [Interviewer] Performance reviews. That is a pain point for a lot of people. Can you orient us, maybe, to what's current practice in most organizations with performance reviews and how well is that working for us? - [Interviewee] Yes, it's one of those eternal pain points. What's really interesting is if you look at organizational research in very few circumstances does management and employees agree on certain things. I mean, you talk about engagement levels, transparency, you name it. There often tends to be a disconnect between leadership and employees, and yet for performance reviews this is one of those areas that are universally loathed. They're just absolutely people just dislike them. So managers really dislike giving the feedback and employees really hate receiving the feedback. Oftentimes, they'll use a lot of ineffective strategies, like the compliment sandwich, which I'll say something nice and then you follow it up with something really critical, and then of course, just to make sure they leave on a positive note, you end it with a positive. And so, all of these tips and tricks just lead to a lot of disappointed participants in this process. I mean, there was a study done a couple years ago where 55% of people said they didn't feel that their annual performance review was fair or accurate representation of their performance. Two-thirds said there was surprising feedback in the review, which you would think that shouldn't happen. And then three-quarters of employees said there were no specific behavioral examples given to support the feedback. So this is a really broken process, which many leading organizations are starting to realize and make changes as a result of it.