There was a flurry of big companies in 2015 reportedly giving up on annual appraisals. People like Microsoft, Google, Netflix. However, as usual, you can't believe everything you read from journalists. Lets consider what actually happens because, let's face it, a lot of managers find the idea of regular review discussions quite challenging so ditching the one annual, documented, occasion might be a mistake.

95% of the HR managers at both events we ran on this topic had no faith in their managers to be effective in effective feedback.

A famous tech company reckons they spend 2 million hours p.a. on poor performance management. A CEO of another global company said that appraisals had too many topics mixed up in the discussion and they ended up being all about pay. "Its not the annual element I have problem with. It's the directive style....there is still a place for annual goal setting."

Research also shows that managers have a tendency to give the easier option of "satisfactory grades" and there is an inherent bias in that managers also are more likely to see "good" performance in employees they like or have the same style as them.

One CEO was quoted as saying " we want to drive a culture where staff ask us for feedback by empowering managers to ask what staff want next over the next three months. We will create lots of touch point data that will form a trend. When an annual review simply becomes about pay, it blurs things, and HR forgets to have more developmental and coaching conversations."

There are so many things wrong in that sentence; you don't need me to point them out but contact me if you don't see what I see.

So the top 5 tips from our research talking to HR Managers:

1. We need coaches not managers (train them)
2. Employees must be clear about what is expected of them (train managers to do this)
3. Involve people in setting goals- its a joint discussion - they wont do it if they don't agree with it.
4. Review and reset goals regularly - one a year is not enough
5. The quality of the conversation is EVERYTHING. Good questions.

Annual reviews or regular feedback? Neither will work if they are not done properly and managers are not trained. 

Are you coaching already and would like to get a qualification? Or are you looking to change career and start coaching? 

Now is the time to take your future into your own hands and start something new and rewarding and become a great coach with support and training from experienced coaches.
....Action Changes Things!

Programme structure
You can join this programme at any time and complete in your own time largely through distance learning. We start with an initial face to face meeting and support you with at least 3 Skype meetings. You will be allocated a personal tutor who will guide you through this flexible elearning approach.

Who is this for?
You will be either coaching already and wish to gain an internationally recognised qualification, or you are seriously interested in coaching others at work.
No formal qualifications are required, just that you will be a practicing manager with some experience and the opportunity to coach others in the workplace during the programme.
Our tutors are all executive coaches with great coaching experience and the ability to coach you to pass.
Two assignments:

1. to demonstrate your understanding of coaching and mentoring skills. 2500 to 3500 words.
2. to demonstrate you have planned and undertaken 12 hours coaching practice and to reflect on your own ability to coach or mentor. 2000-2500 words.
3. Complete a coaching diary

Email Judith now for a full factsheet and to raise any questions you may have.