Making ‘No Ratings’ Work
How to make the transition to no more performance ratings – successfully.
If you’re considering saying bye bye to the classic performance rating system, you are not alone. You can read here about the findings of many companies who have already made the same move.
It’s not surprising that this has been a popular move because who has ever really enjoyed rating or being rated? At some point it becomes an awkward conversation.
Congratulations – you don’t have to go through that anymore! But what do you do instead? And how does that make things better – for you, your team and your business? Here are some top tips from our experience with helping managers make this transition, backed up by neuroscience and research from the CEB and NLI.
Explain the change
We know that change can be difficult, particularly when we can’t see why change is happening. Our brains like certainty, predictability and safety in knowledge, so not knowing what’s happening, what that means for me, what might happen next – and all the other usual hallmarks or organisational change, can lead us to unrest and panic. Explore for you personally and the business overall why you are moving away from performance ratings.
You could even remind people how awkward these conversations have been in the past, so it is a good thing to remove a painful and potentially unhelpful process. Have you and your team been more effective and produced better results in the lead up to and just after that rating conversation? If not then surely this is a good reason for change.
This leads us on to the future focus. If we understand why what we had before is not so good, then we ask, “What is better then? What will we do from now on?” You need to be ready for this question and have some good ideas.
Or if you want to be truly collaborative, you could ask your team: “We think there must be something better than this awkward ratings conversation, but we’re all involved in this process, so what do you think could work better?” Being involved in shaping the future process increases engagement in both business and neurological terms – we both feel good about our employer and feel valued in ourselves, all having a positive impact on the way we feel and our productivity.
If you don’t have the option to be so collaborative, perhaps because your HR or Executive Leadership team have already agreed what will happen instead, then explain the new process. Make sure you explore with the team why this new process is considered to be better and ideally still ask them to define part of it.
Even a small amount of consultation and empowerment to make decisions keeps our brains happy, so this as an example could get you a more positive outcome than having no consultation at all: “We know we need to have more frequent performance check-in conversations and these need to happen every other month. Which months would you prefer these occur in? And when in the month would be best for you?”
Have the conversation more often
The increased frequency of conversations has been found to correlate with organisations seeing success from this transition, as found in the NLI’s research. It stands to reason that the removal of a past-focused once or twice a year rating process, if replaced with nothing, could just mean that performance goes nowhere.
Getting rid of hours spent justifying a rating is best seen as an opportunity to have more frequent ‘check-ins’ – shorter, sharper conversations about an individual’s results and behaviours. This means as managers we need to be putting time aside for these conversations, whether face-to-face or remotely over the phone / skype etc. As I often say on workshops, this is not about finding more time for conversations, it’s about taking the time you already spend in conversations – and making that more effective.
General chit chats about how things are going, moaning about systems, politics and red tape, are not a good use of our time. So instead make sure you have 1:1s booked in with the specific purpose of reviewing what is going well, what needs working on and how the individual will be working on that over the next few weeks.
Give more specific feedback and coaching
Of course all of that means you need to be confident and skills with feedback and coaching. Here’s a starting point suggestion for a good conversation or performance check-in:
The purpose of this conversation is for us to both be clear on what’s going well, what needs improving and what each of us will do over the next few weeks to make those improvements. That means we should be ending this meeting with agreed actions and timescales for review
- How are things going for you?
- What’s going well?
Add your specific feedback on what you have seen them do well – both in terms of results and the behaviours that got them there.
- What needs further improvement?
Add your specific feedback on what you have seen them do not so well – both in terms of results and behaviours.
- What could you do over the next few weeks to make more of what’s going well and improve on the other areas?
- Where will you start?
- What support would you like from me?
- When we next meet to review progress on [date], what will you be telling me then – as an indicator of success?
Use statements and questions like these to keep the conversation focused and make sure it is the individual planning their future success, rather than justifying their past performance.
This level of coaching or empowering someone to come up with their own feedback and solutions, is shown in our brains to make us feel good about ourselves and help us commit to the plans agreed. Being told what to do and how to do it just doesn’t cut it, so sense-check you’re doing this well by reviewing who did most of the talking during your meeting: it should not be the manager!
Any change is going to feel uncomfortable, because we’re not used to it yet. Even the best things we’ve ever done feel unnatural at first as we get used to them. Clear communication about why we’re changing, what we’re changing to and how that’s better, following by more frequent check-ins with good feedback and coaching – all of this can help you instil a great performance culture – minus the ratings!
If you would like support working out how to implement a no-ratings approach, we can help with on-the-job quick reference guides, workshops and online learning tools – just give us a call for a chat about how we can help you.