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Changes Needed in Evaluating Employee Performance

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Paul Korzeniowski's picture
B2B Content producer, Self-employed

Paul is a seasoned (basically old) freelance B2B content producer. Through the years, he has written more than 10,000 items (blogs, news stories, white papers, case studies, press releases and...

  • Member since 2011
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  • Dec 13, 2021

A gap exists between how staff and their bosses view the employee feedback process. Changes are needed in order to close it because employees are in a prime position in the current job market. To close the gap, energy companies need to make employees more responsible in the process and create a feeling of trust.  

Currently, many employees do not feel that the feedback they receive at work accurately reflects their job performance, leading to discontent. Many energy companies have been struggling to find workers because individuals have rethought their priorities during the pandemic. In fact, more than half (55%) are pondering leaving their current position.

The Power of Empowerment

As a result, energy companies need to adjust their practices. One change is empowering employees in the feedback process. Typically, managers decide when to give employees feedback, and businesses set the parameters.

The process needs to be more equitable. Energy companies must have employees shape the process and take ownership for items, like scheduling feedback conversations. They should also be encouraged to lead conversations that outline how to improve their chances for success.

Not every person will understand how to make that transition. Therefore, utilities must train employees on how to engage in such conversations, so they are fruitful.

Feedback’s Downsides

In many cases, feedback has been done in a confrontational manner. As a result, it becomes less effective, so other adjustments are needed here as well.

Often the input is unactionable, either it is too broad, or the goal is beyond the employee’s control. Moving forward, managers need to make feedback tangible and realistic.

Another problem is feedback can be demoralizing and harm rather than help workplace relationships. Utilities need to put processes in place that create transparency and encourage managers and employees to regularly discuss how they can improve communications. Such an approach becomes a foundation that facilitates healthy and helpful conversations.

The company should also deploy tools that help employees and managers understand what trust looks like and understand the level of trust in their relationships.

Feedback should be an organizational responsibility. Energy companies need to encourage employees to not only value the feedback that their manager can provide, but also seek out and account for feedback from peers as well.

Currently, energy companies are scrambling to build a strong workforce. Their feedback processes have not been effective and could lose them valuable employees in the current highly competitive market. By empowering employees and creating more trust in the process, they can help to ensure that their good workers stay with the organization.


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