Why do we need a new approach?
Good question! Let’s review some of the arguments against traditional performance review.
LIVING IN THE PAST
Traditionally, employee performance has been assessed using an annual rating process initiated by Human Resources (HR). The process has tended to be retrospective and focused on past action, rather than focusing on the employee’s strengths and successes, their alignment to KBR’s mission, and their development for the future. This legacy process can limit meaningful engagement between people and their team leaders.
NOT SEEING THE WHOLE PICTURE
Furthermore, by the time Q3 and Q4 roll around, goals set back in January can feel far removed from what’s happening in an employee’s specific area or in the life of the company. This can hamper the ability to be agile — to make decisions, adapt and deliver as teams and the greater business require. Instead, the focus can become more about the rating the employee is hoping to achieve. While helpful, numeric ratings are often not an accurate measure of an employee’s performance throughout the entire year.
THE MANAGER VS. THE MANAGED
Finally, from the manager's perspective, traditional performance reviews can feel like going through the motions and checking off an administrative task on a list — a task to which employees tie personal and financial value. Typical performance reviews can also create a separation between the team leader and the team instead of creating environments of trust, collaboration, accountability and shared purpose.
Ultimately, one of the biggest goals achieved through the new KBR Agile Performance and Development approach is empowerment — to help people take more ownership of their career and development and to create better, more effective leaders.
© 2023 Kellogg Brown & Root LLC. All rights reserved. Terms of Use | Privacy Policy | Accessibility | Cookies Disclosure Statement