Finally got the offer I’ve been waiting more than a year on.
Managing 2 new consulting departments for my old boss who jumped ship 4 months ago.
Initially it’ll be client facing while we build the client base but eventually will be full-time back office, role is Practice Director for ITSM and AIOps solutions.
Decent payrise and importantly, much more control over how things are done, no more dumbass American generic ‘leaders’ messing with my shit.
I’ll be transplanting 90% of my team between December and April next year.
Our manager is on out other site in QLD this week.
He sent an email for performance reviews last night. We now have to do our performance reviews over teams this week because he forgot about them and they’re due this week.
Also, I hate performance reviews. We have a form to fill in.
Performance reviews are a waste of time. If there’s anything that’s a suprise, you’ve failed as a manager. Should be nothing more than a recap and a conversation about next year’s goals.
If you think performance reviews are a waste of time, you’re doing them or having them done to you wrong, I’ll 100% agree that most companies are shit at them and most managers have zero idea how to make proper use of them.
My boss in the US just dumped 3 new deliverables on me with no discussion 12 weeks out from year end, she’s a fucking moron. That’s how not to do it.
You know a fair bit of my sitch at my last job. Now imagine having to front up for a quarterly review for years when the business never told you what they wanted …
I’ve achieved more CI in places without reviews than with reviews. My perception is very coloured.
Planning and clear, agreed purpose. Both parties need to value the outcomes and both parties need to have a shared understanding of the ask. Same three things that meetings, metrics and documents need to have, clearly defined purpose, value and owner.
Far too many managers think that performance reviews are the only component of performance management/development, they’re not, they’re just an opportunity to reflect on what’s happened and what course corrections may be needed to deliver what the manager and employee have agreed are the performance outcomes.
A good development plan is a combination of actions and outcomes that supports a clearly articulated goal that both parties value.
Some flexibility is required on both sides because things change over the course of a year, so some goals may need to be revised or replaced, but Rhys is generally correct, there should be no surprises on either side IN THE MEETING.
I like having a performance framework because I thrive on clear expectations and measurable outcomes.
Our company performance reviews are employee led. I set my own yearly goals, calibrate them against the objectives my manager requests.
At the quarterly mark I will touch base on progress, highlight changes to the goals (because stuff changes) then align on priorities.
Each year I probably miss 1/3rd of my objectives, but my performance is considered favourable if I’ve delivered on the most important aspects.
Separate to this are similar discussions on training and development priorities/progress.
There is training for both manager and employee on how to do this. At lower employee levels there is more direct cascade of team objectives and at senior level its highly personalised. I would say it is effective.
At the moment i am not getting through a year without a change of manager so performance reviews are useless. 3rd since the beginning of the year if my memory serves.