Over the years I have seen some pretty horrendous performance and feedback structures. Long, wordy forms and documentation with open text fields, confusing questions, and impossible quantities of qualitative data to produce (and synthesize).
Some of the performance review and appraisal processes I have encountered have been just ineffective, others have been almost offensive.
I am on a personal mission to demystify and “productise” how your team are working together and performing, and the current way we do that is really not a great customer experience. Why are we so terrible at it, and could the basis of our failing be that we are focussing on too much because we aren’t quite sure what really matters?
It hurts.
In my approach to People Operations, I approach the employee experience as a product, and one which is strategically connected to your other two products: the customer product, and the investment vehicle. With this mindset, I think about performance review as a “customer health-score” of sorts.
So how do we find out if our customers are healthy usually? Two main ways come to mind, one is self-reported, and one is a behavioural output (which I enjoy, but can be harder).
NPS
NPS (Net Promoter Scores) scores are nothing new, and they split a crowd: some hate them, some love them. The same is true for the identical metric in People Ops, ENPS (Employee Net Promoter Scores). The two primary (and there are plenty) reasons I dislike NPS: