Close
Learning Methods
Classroom
A traditional classroom couples on-site learning with the added value of face-to-face interaction with instructors and peers. With courses and exams scheduled worldwide, you will be sure to find a class near you.
Interaction
Highly Interactive
On-going interaction with instructor throughout the entire classroom event
Interaction with peers/professionals via face-to-face
Components (May Include)
Onsite
On-site instructor-led delivery of course modules, discussions, exercises, case studies, and application opportunities
Supplemental learning elements such as: audio/video files, tools and templates, articles and/or white papers
E-course materials available two weeks prior to the course start date; printed course materials ship directly to the event location
Duration
One + Days
Varies by course ranging from one to multiple days
Technical Needs
Specific requirements are clearly noted on the course page
Virtual Classroom
Ideal for those who appreciate live education instruction, but looking to save on travel. A virtual classroom affords you many of the same learning benefits as traditional–all from the convenience of your office.
Interaction
Highly Interactive
On-going interaction with instructor throughout the entire virtual classroom event
Interaction with peers/professionals via online environment
Components (May Include)
Live online instructor-led delivery of course modules, discussions, exercises, case studies, and application opportunities
Supplemental learning elements such as: audio/video files, tools and templates, articles and/or white papers
E-course materials available up to one week prior to the course start date. Recorded playback and supplemental materials available up to seven days after the live event.
Duration
Varies by course ranging from one to multiple sessions
Technical Needs
Adobe Flash Player
Acrobat Reader
Computer with sound capability and high-speed internet access
Phone line access
E-Learning
A self-paced, online learning experience that allows you to study any time of day. Course material is pre-recorded by an instructor and you have the flexibility to view content modules as desired.
Interaction
Independent Learning
Components (May Include)
Pre-Recorded
Pre-recorded course modules
Supplemental learning elements such as: audio/video files, online quizzes
E-course materials start on the day of purchase
Optional purchased print material ships within 7 business days
Duration
120 Days - Anytime
120-day access starts on the day of purchase
Direct access to all components
Technical Needs
Adobe Flash Player
Acrobat Reader
Computer with sound capability and high-speed internet access
Close
Contact Sponsor
E-Reward
Online
Paul Thompson
Phone: 1 44 01614322584
Contact by Email | Website
Close
Sorry, you can't add this item to the cart.
You have reached the maximum allowed quantity for purchase in your cart or the item isn't available anymore.
Product successfully added to your cart!
Price
View your cart
Continue shopping
Please note our website will be down this Friday, November 5 from 9pm ET – 11pm ET for routine maintenance. We apologize for any inconvenience.
WORKSPAN
WORKSPAN DAILY |

Speak Candidly and Stick to Objectives During Performance Reviews

0106-CompCafe_780w.png


Editor’s Note: Workspan Daily will be reproducing a monthly Compensation Café blog post for the benefit of our readers and to encourage further discourse on topics vital to compensation professionals. New to WorldatWork? Please feel free to join the discussion in our new online community, Engage, or send your thoughts to workspan@worldatwork.org.

As organizations begin their 2022 journey, a look back on 2021 is required. It is significant as it creates that one defining moment each year when we reflect, revaluate, and reset, or (simply put) conduct the annual performance review. 

This is a typical process adopted by most organizations and, for some, seen as another administrative task, begging for a checkmark response. Despite whatever internal performance management regimen is in place, it takes a personal and vested interest between a leader and subordinate to conduct a review that is meaningful, productive, and hopefully inspiring.

The rapid evolution of where and how work is done leaves moments of actual interactions more or less fleeting. This year’s impending discussion is the one instance to uncover and level up on what worked, what didn’t, and how to effectively improve and settle into another renaissance year. I prefer a simple approach, sticking to the facts, the objectives, and speaking candidly. With that in mind, I give you my “SPEAK” acronym five pointers to consider when having your next performance conversation.

S  Be specific. Discuss actual examples that describe scenarios on which performance is being measured. Having illustrative cases makes the behavior and evaluation more tangible. Specific events and situations should be relevant to the recipient, not a comparison or a conversation of others. Document examples throughout the year, so you can easily draw upon them during next year’s review meeting.

P  Point of view. These conversations are twofold, as colleagues you equally deserve and play a participative role in the conversation. Allowing enough opportunity to present your perspectives will be instrumental in understanding the context and overall construct of what each participant experienced. This cannot be more true than now when, having gone through a pandemic, our personal and work lives quite literally flipped more times than once.

Lead with empathy. Empathy became somewhat of an HR “buzzword” this year. It was a call to action by management to elevate their leadership style with an increased aptitude towards emotional intelligence. Dissecting someone’s ability is awkward and already a sensitive topic to pick apart. To ease the emotions, create a space (remote or in-person) that is inviting and lends itself to be engaging, comforting, and leading towards productive critique.

A  Organization alignment. As a people leader, you have the responsibility to create a direct line of sight for your employees. Quite often, frontline staff find themselves too far removed and or lack the understanding of corporate measures, KPI’s and objectives. This lack of understanding affects engagement, sense of purpose and hinders the perception of what one’s contributions would be towards business success. Alignment requires leadership to set out clear directives, which link performance to desired expectations and overall objectives.

 Knowing the move forward. Having the knowledge of what is to come in the days or year ahead is a means of setting one up for success. Dispel any sense of ambiguity by taking the final moments of the conversation to debrief and establish the next steps. Whether this means setting up one-on-one reoccurring meetings, officially signing off on this year’s review, or confirming next year’s goals, knowing each's expectations of the other ensures a fair chance of starting the new year on the right foot.

Regardless of the connotation performance reviews tend to get, it’s really what you make of it. Speak with conviction, purpose, and the right intentions, and one can only hope that the results too shall follow. 

About the Author

Reena-Paul-150x150.jpg

Reena Paul CCP, GRP is a senior consultant with LifeWorks' Compensation Consulting Team. Connect with her on LinkedIn.

This article was first published at Compensation Café on Dec. 30, 2021.


About WorldatWork

WorldatWork is a professional nonprofit association that sets the agenda and standard of excellence in the field of Total Rewards. Our membership, signature certifications, data, content, and conferences are designed to advance our members’ leadership, and to help them influence great outcomes for their own organizations.

About Membership

Membership provides access to practical resources, research, emerging trends, a professional network, and career-building education and certification. Learn more and join today.