Taken from various angles, from the economic to technological, our business environment is more dynamic than ever, with new scenarios playing out across the world. Organizations are undergoing dramatic transformations, implementing change to their vision and hopes. To adapt to such changes in the business ecosystem, we need talent just as ready to evolve and grow.
Evolving is Key
Being prepared to evolve keeps employees and organisations healthy as they strive to understand what works, what doesn’t and how to become more successful. For decades, companies would set aside a time, either as an annual or bi-annual activity, to set expectations and provide feedback.
CEB Gartner calculated that an organization with over 10,000 employees spends around $35 million a year on annual performance reviews alone. While the age-old practice of performance reviews provided employee and employer with the structure and time for evaluation, it lacks the dynamism to transform the company into something better.
Learning on the Job
Development generally begins with a realization of current or future needs and the motivation to do something about it. Organisations of all sizes are now turning to ongoing performance dialogue to tie evaluation and evolution into the entire development of talent on a long-term basis. By fostering this practice within a team, we can avoid surprises and address doubts before they can grow, and recognise and improve performance over time.
The 70:20:10 Model for Learning and Development, a commonly used formula within the training profession, holds that 70 percent of learning occurs on the job, 20 percent from exposure to external forums, mentors or others, and 10 percent in a classroom setting. In today’s context, the key to evolving people, organisations and communication lies in the 70% of hands-on experience, where employees can discover and define their skills in a work environment. It’s a two-way ongoing process between employees and the organisation.
Identify and Explain Requirements
Performance evaluation plans address specific organisation goals and cultural requirements. A partnership has to be built upon and requires continuous work, instead of a mid-year or year-end evaluation. Explain the kind of behaviour and define good performance so that employees know what to expect and achieve. A system has to be in a place where people remain accountable when working towards those goals and can measure success in realistic steps.
Organisations have to see the larger structure, objectives, and understanding of the business to define the success of employee evolution. HR and department heads are then expected to zoom in to role-specific activities and create profiles accordingly.
Providing Support
Employees have to take on the decision to evolve alongside their regular activities. For example, if an employee with technical competency were to evolve, they would set a goal for the next level by performing job-related tasks and working on their individual development plan. This way, not only are those job-related tasks being completed but the employee can also evolve as part of their journey.
They will require support from managers when transitioning to self-evaluation. Managers can talk about the strengths of employees, areas of improvement and the different achievements of their team members. Their development needs to be guided as they evolve as the future talent that the company can benefit from. This continuous philosophy is a win-win for both the employee and the company, with a less stressful environment and a relationship based on mentorship and coaching.
Change & Communication at All Levels
As employees change, so too do managers and leaders. Evolution takes place at all levels and with businesses undergoing tremendous contextual influence, managers are setting goals that tie into the concept of evolving people, including themselves, and their competencies at every level.
To set their teams up for success, the approach requires honesty and a willingness to discuss and address difficult issues in a conversational manner. A balance will have to be struck between evaluating performance and providing support so that the employee can perform to the best of their ability. Employees, too, should be able to share their thoughts about the performance of the team or work so that everyone has a voice and is accountable and transparent.
A Lasting Change
Enabling evolution might be part of a manager’s journey but affecting widespread change means inculcating performance dialogue in every aspect of the organisation. A lasting change in performance can only occur over time if people consistently dedicate themselves to performance dialogue, with continuous improvement becoming central organisational values.
Evolution is a way of being in an ever-changing world. If employees are to do well, becoming agile is part of their role. Instead of enacting one or two changes or time, they will need to learn on the job. To truly understand and value evolution, everyone must benefit from a system that rewards those who perform well and motivate those lagging behind. Having this mindset ingrained in employees means that people keep growing and, even roles or departments change, they are well equipped to continuously relearn or unlearn skills.
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