Performance Management issues in the UK

For all our flaws, as Brits, we pride ourselves on our organisation skills, politeness, and non-confrontational manner (for which we apologise for!). We may moan about the weather frequently, yet what can’t we resolve over a good cuppa? Whilst our British attributes may hold us in a favourable light, can these attributes play havoc? Are they the cause of performance management issues in the UK? Do they hold us back from implementing a successful strategy for improved performance management? Let’s discuss…

Providing accurate feedback

When it comes to managing performance effectively, research shows that goal-setting (Locke & Lantham, 1991)  combined with regular feedback is the key to high performance. However, is our polite and non-confrontational stance likely to interfere with providing real, regular and quality feedback? Certainly, feedback is essential for improved performance. However, if it is delivered in the wrong way, the impact will be minimal  or could even be negative.

A manager that fears confrontation could deliver inaccurate or misleading feedback to staff. They may err on the side of caution so they avoid negatively impacting on performance further. The negative impact on performance would ultimately reflect poorly on them. However, the issue is that providing inaccurate feedback is meaningless and not conducive to improved performance.

In these post pandemic times with increased hybrid working, the opportunity for managers to observe their team sufficiently to provide feedback can be limited.

Ultimately, the responsibility lies with the organisation to instil the confidence and skills in their managers to enable them to provide quality, honest feedback. For more information on how to deliver valuable feedback, download our eBook on the subject here: ‘Feedback – the game changer for performance management’.

Reserved rating

We may be stereotyping but our reserved British character may cause another performance management issue with performance ratings. Do you think high performing British and American employees would evaluate their own performance in the same way? Common cultural perception is that the Americans might rate themselves more highly and the British less highly with neither necessarily reflecting objective reality – if you can get objective with performance ratings.

One way of gathering more objective data is by using a tool like Actus Recognition or Actus 360 & Survey. The Actus Recognition Module allows peers to recognise a colleague for their hard work based on a set of core values. For example, a colleague may recognise a colleague for demonstrating a ‘tenacious’ or ‘supportive’ attitude, detailing why. Actus 360 or Survey can ask specific questions around behaviours or performance of a number of peers or colleagues and collate the information graphically. By using such tools, managers can review this recognition against the employees’ ratings to help determine how accurate it is.

A job well done

Americans are typically generous with praise whereas a Brit’s reaction can often be self-deprecating and bashful.

For example, the employee feedback: ‘well done on that presentation’ elicits: ‘Oh I thought I saw a few yawns from the audience’.

Self-praise is often seen as ‘blowing your own trumpet’ and we can often show little generosity in providing it too. Whilst we are not suggesting that we all adopt the American approach, managers and employees alike can do more to show peers encouragement and recognition.

Terminology matters too and we regularly come across businesses who are using performance ratings with terminology like: ‘Meets Expectations’ or ‘Acceptable Performance’ which be highly demotivating. Notice the difference in impact of more aspirational language such as: ‘Fully Achieved’ or ‘Complete Performance’. Therefore, using the right language when offering feedback on performance and recognition is key to effective performance management.

If you want to read more about how to manage performance ratings effectively you can access our whitepaper “To rate or not to rate” here.

Workplace Heritage

We have a lot to be proud of being British including a rich heritage that draws in tourists from around the world! We pride ourselves on certain traditions and practices, however, are these getting in the way of the workplace? Are they the cause of performance management issues?

Improved performance management practices in the UK

Above we have outlined some of the ‘typical’ British traits in the workplace that may contribute to performance management issues. Globalisation and changing workplace demographics are reducing the significance of concerns raised in this blog. However, we should still recognise the potential impact that British characteristics and attitudes towards work can have on staff performance. Much can be learned from observing practices adopted by other countries across the globe, where productivity is greater and other factors such as work-life balance are greater yet.

If you are looking to manage performance in your workplace better, why not take a look at Actus Performance Management Software by watching the video below. Check out our customer case studies page or book a demo by clicking on the buttons below.

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