Tis the season for reflection, which, for many businesses, typically includes year-end performance reviews. According to surveys by research firm Gartner Inc., most companies aren’t cancelling the diagnostic exercise in light of the pandemic, but they are adjusting the process to be more compassionate.
Rachel Feintzeig, the Work & Life columnist for The Wall Street Journal, recently spoke with human resources experts, managers and executives about the conversations they’re having with employees this year and why it’s important to shed 2019’s metrics for success. “Performance reviews — once reckonings that could lead to a swift departure, or, in a thriving job market, developmental tools meant to coach you to greatness — are now turning into health checks,” she wrote.
Josh Bersin, a human resources analyst and consultant, recommended that bosses treat 2020 reviews as an opportunity to make sure their people are OK and to inject energy into flagging teams. “Empathy, caring, supporting people is really the theme,” he said.
Worry that employees will burn out or quit if they feel they’re being held to unattainable standards during the crisis has led many managers to drop things like sales quotas or timed assessments for putting out customer service fires. Karin McGrath Dunn, president of New Jersey-based property management group, told Feintzeig she eliminated everything related to last year’s goals from her review process, focusing instead on pandemic-specific behaviors, such as “demonstrating compassion” and “being dependable while working remotely.”
Matt Schuyler, chief administrative officer for Hilton, referenced the substantial hurdles employees have contended with this year, including increased responsibilities at home, as schools and childcare services have closed or gone virtual; new responsibilities at work as their companies experience unusual challenges and/or have let people go; and a never-ending fear for their health and wellbeing. In response, Hilton has whittled down its performance review template from a “spiderweb matrix” of competencies and objectives to focus on just three questions, and urged bosses to consider effort, not just outcomes. “You’re balancing all this stuff in your life. You’re watching the news every night. It’s depressing. And yet you’re putting forward a heroic effort in this crisis,” Schuyler said. “In my view, that warrants better ratings.”
To read Feintzeig’s full article, click here.
The Society of American Florists has tools to help with your performance review process. Click here to find out more.
Katie Vincent is the senior contributing writer and editor for the Society of American Florists.
