“So… how do you think you’ve done this year? What could you have done better?” Cue awkward silences, polite smiles and a vague promise to “improve communication skills” – ie, stop hiding Maureen’s stapler.
Why is it that no one looks forward to performance reviews? Because a disconnect exists between their purpose and their impact. According to Betterworks, 64 per cent of employees consider performance reviews a partial or complete waste of time1. More than one‐third (37 per cent) give them an ‘F’ grade. Add to that the finding from Gallup that only 26% of employees strongly agree that the feedback they receive helps them improve2.
Reviews do have a place – they help record progress, set measures and mark a line in the sand. But if the only time performance is discussed is twice a year in a formal, uncomfortable setting where even the custard creams can’t hide the tension, you’re doing it wrong. Real development doesn’t happen via process alone. It comes from regular, human, honest conversations.
Give the gift of time
We at Laughology once competed in the European Cat Herding Championships. And we learned this: the more cats you try to herd, the harder it gets. So, we changed our business model – we’re now a one-cat company. The same theory applies to people. Research shows engagement drops when a manager has more than eight direct reports, yet many juggle double that.
Smaller teams make conversations more meaningful. It’s the little chats – not just the big ones – that make the difference. Regular, in-the-moment check-ins prevent surprises and build trust and support.
We call this Big Chats, Little Chats (not to be confused with big cats or little cats). We’ve rolled it out with organisations such as O2 and M&S Bank. It turns feedback from a formal process into a natural, ongoing dialogue.
Give the gift of skills
Too often people get promoted for technical ability – not people skills such as coaching, challenging or supporting – which are learnable. These should be featured in induction and refreshed throughout the year. That’s why our approach includes ongoing interventions, nudges and reminders to embed learning – not just tick training boxes.
Make feedback two-way
Most organisations train managers to give feedback, but often overlook training employees to both ask for and receive it. Those skills are just as essential.
Annual reviews record the past. Conversations spark the change. It’s time to ditch the tick-box and start having the chats that count.
1 Employees Want to Stay, but Biased Performance Reviews and Poor Career Growth Derail Them