{"id":73954,"date":"2018-03-29T09:00:41","date_gmt":"2018-03-29T16:00:41","guid":{"rendered":"https:\/\/bwblogdev.wpengine.com\/?p=4111"},"modified":"2022-12-16T08:37:16","modified_gmt":"2022-12-16T16:37:16","slug":"people-hate-being-managed-what-organizations-and-managers-need-to-do-instead","status":"publish","type":"post","link":"https:\/\/www.betterworks.com\/magazine\/people-hate-being-managed-what-organizations-and-managers-need-to-do-instead\/","title":{"rendered":"People Hate Being Managed \u2013 What Organizations (And Managers) Need to Do Instead"},"content":{"rendered":"<p><span style=\"font-weight: 400;\">What\u2019s the point of a performance review? Evaluating performance, yes, but to what end? HR teams, managers, and companies use performance reviews for compensation, evaluation, and tracking progress toward goals. All with the hope that it will motivate the employee to perform at a higher level. Alas, it often doesn\u2019t. <\/span><\/p>\n<p><span style=\"font-weight: 400;\">Only 1 in 7 employees <\/span><a href=\"https:\/\/news.gallup.com\/reports\/208811\/re-engineering-performance-management.aspx#aspnetForm\" target=\"_blank\" rel=\"noopener noreferrer\"><span style=\"font-weight: 400;\">strongly agree<\/span><\/a><span style=\"font-weight: 400;\"> that performance reviews inspire them to improve. The rest are left feeling neutral, isolated, surprised or, worse, judged. By this measure, performance reviews are an incredibly <\/span><a href=\"https:\/\/www.newyorker.com\/business\/currency\/the-push-against-performance-reviews\" target=\"_blank\" rel=\"noopener noreferrer\"><span style=\"font-weight: 400;\">expensive waste of everyone\u2019s time<\/span><\/a><span style=\"font-weight: 400;\">.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Fortunately, all is not lost. As a people manager for 15+ years, my experience along with the research suggests that if we simply change one word in the performance management conversation, we unlock the results we\u2019re looking for. <\/span><\/p>\n<h2><strong>Nobody wants to be managed<\/strong><\/h2>\n<p><span style=\"font-weight: 400;\">Newsflash: No one WANTS to be managed. Even the term \u201cmanage\u201d evokes feelings of control and manipulation. Instead, people want to feel a sense of autonomy and self-efficacy in their role. For them to feel fully engaged, employees need the opportunity to do their best work, to feel appreciated, and to build the skills necessary for their desired career growth. But if managers are only giving awkward annual performance management reviews, is it really surprising that the process rarely works?<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Over the years, there have been plenty of flavors of performance management, all different shades of vanilla. Assessments, numerical ratings, forced rankings, and 360-degree reviews have all shared common flaws: they\u2019re backward-looking, punitive, bias-ridden, and ultimately demotivating.<\/span><\/p>\n<p><span style=\"color: #41c5ea;\"><span style=\"font-size: x-large;\">\u201cAssessments, numerical ratings, forced rankings, <\/span><span style=\"color: #41c5ea;\"> <span style=\"font-size: x-large;\">and 360-degree reviews have all shared common flaws:&nbsp;<\/span><span style=\"color: #41c5ea;\"><span style=\"font-size: x-large;\">they\u2019re backward-looking, punitive, bias-ridden, and ultimately demotivating.\u201d <\/span><\/span><\/span><\/span><\/p>\n<p style=\"text-align: left;\"><span style=\"font-weight: 400;\"> If an employee receives feedback from their manager who\u2019s been only loosely involved in their development, they\u2019re far more likely to&nbsp;<\/span><a href=\"https:\/\/news.gallup.com\/reports\/208811\/re-engineering-performance-management.aspx#aspnetForm\" target=\"_blank\" rel=\"noopener noreferrer\"><span style=\"font-weight: 400;\">reject any constructive criticism<\/span><\/a><span style=\"font-weight: 400;\"> they receive. It\u2019s only natural. If they don\u2019t feel that their manager truly knows them, their work, and their strengths, why would they believe that their manager has a good grasp on where they need to improve? Many employees who find themselves in this situation will question whether their manager is even qualified to be giving them feedback. And when the review process is closely tied to earning a raise or promotion, employees can\u2019t afford to be open to feedback, both figuratively and literally.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The annual performance management review process is just as painful for people managers. Most haven\u2019t been effectively coached on how to have these important conversations, so they dread and avoid them. HR leaders are forced to act as the process police, herding everyone throughout the organization to their reluctantly appointed end. HR teams bear the brunt of the complaints, the procrastination, and the universal frustration with the user experience of many legacy HR review systems.<\/span><\/p>\n<p style=\"text-align: left;\"><span style=\"color: #41c5ea;\"><span style=\"font-size: x-large;\">\u201cHR leaders are then forced to act as the process police, herding everyone throughout the organization to their reluctantly appointed end.\u201d<\/span><\/span><\/p>\n<p><span style=\"font-weight: 400;\">But what if a simple word choice could make things better? What if, instead of promising to manage people\u2019s performance, we instead promised to develop them?<\/span><\/p>\n<h2><strong>What\u2019s in a name?<\/strong><\/h2>\n<p><span style=\"font-weight: 400;\">Gallup found by simply increasing the amount of time managers spent talking about the employee\u2019s development versus reviewing their performance, it <\/span><a href=\"https:\/\/www.ddiworld.com\/resources\/library\/trend-research\/global-leadership-forecast-2018\" target=\"_blank\" rel=\"noopener noreferrer\"><span style=\"font-weight: 400;\">positively lifted employee performance<\/span><\/a><span style=\"font-weight: 400;\">. Devoting 75 percent of the conversation (rather than the usual 25 percent) to an employee\u2019s development led to higher engagement and retention, greater feelings of career path clarity, greater satisfaction with their advancement prospects, and better preparedness for changing customer demands and business needs.<\/span><\/p>\n<p><span style=\"color: #41c5ea;\"><span style=\"font-size: x-large;\">\u201cEmployees perform better when performance conversations are focused on their development versus a review of the past.<\/span><span style=\"font-size: x-large;\">\u201d<\/span><\/span><\/p>\n<p><span style=\"font-weight: 400;\">This is part of a trend toward a new style of performance management that is, \u201cmore frequent, less formal, and centered around future growth,\u201d reports research firm Development Dimensions International (DDI). Employees need to know how they can improve so they can do it, rather than be harshly evaluated ex post facto on behaviors they didn\u2019t know needed to change. Simply shifting the conversation from a focus on the past (review) to a focus on the future (development) can improve outcomes dramatically. &nbsp;<\/span><\/p>\n<p><span style=\"color: #41c5ea;\"><span style=\"font-size: x-large;\">\u201cWhen meetings focus heavily on development planning, employees perform 25 percent better.\u201d -DDI<\/span><\/span><\/p>\n<p><span style=\"font-weight: 400;\">When meetings focus heavily on development planning, employees <\/span><a href=\"https:\/\/www.ddiworld.com\/resources\/library\/trend-research\/global-leadership-forecast-2018\" target=\"_blank\" rel=\"noopener noreferrer\"><span style=\"font-weight: 400;\">perform 25 percent better<\/span><\/a><span style=\"font-weight: 400;\">. They display a 31 percent improvement when they feel that the process was fair and transparent and a 24 percent improvement when performance management discussions occur continuously rather than yearly. <\/span><\/p>\n<p><span style=\"font-weight: 400;\">Yet, only 34 percent of companies practice performance management this way. The rest are forcing square pegs into round holes and asking employees and managers to save all their feedback for one big, messy year-end review. There, managers dole out feedback that employees interpret as blame. Few feel inspired to do better the following year. <\/span><\/p>\n<p><span style=\"font-weight: 400;\">Nobody likes to be managed, but everyone wants to be developed. It\u2019s time we start giving employees what they want and replace \u201creviews\u201d of their past performance with more talk of how to \u201cdevelop\u201d their future. That simple change can make a difference in the engagement of every employee.<\/span><\/p>\n<p><i><span style=\"font-weight: 400;\">Want to sew development conversations into the fabric of your culture? See <\/span><\/i><a href=\"https:\/\/www.betterworks.com\/\" target=\"_blank\" rel=\"noopener noreferrer\"><i><span style=\"font-weight: 400;\">BetterWorks<\/span><\/i><\/a><i><span style=\"font-weight: 400;\"> in action and try it, free, with your team.<\/span><\/i><\/p>\n","protected":false},"excerpt":{"rendered":"<p>The traditional performance review process is universally hated and ineffective. It&#8217;s time to rethink the approach.<\/p>\n","protected":false},"author":45,"featured_media":77237,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","content-type":"","inline_featured_image":false,"footnotes":""},"categories":[237,3307],"tags":[],"featured_location":[],"industry":[],"class_list":["post-73954","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-employee-experience","category-performance-management"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v18.1 (Yoast SEO v23.9) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>People Hate Being Managed \u2013 What Organizations (And Managers) Need to Do Instead | BetterWorks<\/title>\n<meta name=\"description\" content=\"Nobody likes to be managed, but everyone wants to be developed. 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