3 things you can do to make the end of year review more well rounded for Neurodivergents

Groundhog performance review no more. How bringing neurodivergence into the performance review will help you get better conversations and engagement.

There are legions of examples for employees on how to prepare for a performance or end of year review. “10 tips for a successful end of year review” or “How to effectively prepare for your performance review” and “10 Strategies To Help Defend Yourself in a Performance Review”. In contrast managers encounter headlines like; “Annual Reviews Make Bad Managers: Here's The New Formula” or “Performance Reviews Are Pointless And Insulting” and “Dos and don’ts of writing performance reviews with generative AI”. The information found online for employees can be helpful for them. It acknowledges the reality that performance reviews are part of the corporate culture. On the other hand, people leaders and HR managers are told to change the system. Whilst maybe true, it ignores the fact that in many cases this is a huge project that would take years, and in the meantime performance reviews still have to happen. So, why not look at how to improve the outcomes and experience of the performance review in the here and now? Not as a way to keep the status quo, of course. I mean, if there are better ways to improve employee performance then we should surely do this. But given the fact that in many organisations this takes time, we should still aim to improve the outcome within the existing framework. 

So, on the practical side; what to do that will make your performance review more effective. Here are 3 tips you can implement this year.

1. Is this even new feedback? Acknowledge prior efforts and change.

   Recognise that the improvement points you write down may be something a person has heard their entire life. Yes, their entire life. They have likely made significant strides since first hearing that feedback from a teacher, scout leader, or friend when they were seven. For example, the employee who gets lost in the details? They’ve been like that their entire life, meticulously lining up their toys and throwing tantrums if interrupted. Now, they still get lost in the details and find interruptions frustrating, but instead of having a meltdown at work, they go home and have it there. The enthusiastic employee who cuts across others in brainstorming sessions? They used to dominate the classroom, blurting out answers before being called upon. Now, they do it in brainstorming sessions but not in every meeting. They might also initiate discussions and encourage quieter colleagues to share their thoughts. As their current manager or HR partner, you see them where they are now and recognize their potential. While this is great, it’s also important to understand that they work hard every day to modify their fundamental responses to fit in better, which can be exhausting. So, what should you do? Don’t ignore it. Ask if they’ve received this feedback before, how it makes them feel, how they believe they’ve progressed, and if they are willing to continue working on it.

   
   

2. Explore unexpected benefits of unusual behavior.

   Check for unexpected benefits of more unusual behavior. Let me explain by coming back to the person with the attention to detail and hyperfocused repetitive behaviour. What if they spot a flaw you don’t see? What if they are the ones who can design a system that is faster and with fewer errors? Try to find proof-points of the opposite of what you feel when you experience their behavior. Suddenly dominating in meetings becomes creating momentum and enthusiasm. Asking multiple clarifying questions that slow you down, becomes the one thing that leads to first time right implementations. Be your own devil’s advocate. But Renée, what if the behaviour doesn’t have an upside? Well, then maybe the behaviour displayed is wrong for the company/team but important to the individual. Feedback can be specific to a certain workplace or team. Try to find out if this is the case. If a certain way of working is key for the company, but not aligned with an employee's way of thinking, perhaps it’s not the workplace for this person. This is not about making all behaviour good or valued. It's about making sure your view on behaviour is balanced.

   
   

3. Mind your language.

   Stay away from vague statements. Don’t use euphemisms or sayings. Neurodivergent minds need more clarity. For the majority of us, the social rules and unwritten rules of business are a mystery. We sometimes feel we get to certain results in our own way, and that the outcome is what matters most. If that is not the case, we need to understand why it isn’t. So if you can tell me why my behaviour A leads to perception C by telling me what the intermediate step B is, I will be much more likely to accept your feedback and want to work on my behaviour. And, did you know that in general women get more vague feedback on their performance reviews? General statements such as “you’ve had a great year” are present in 57% of the reviews for women compared to 48% for men* Specific business related comment is present in 60% of men’s reviews, compared to in 40% of women’s reviews. So by always giving examples of the concrete outcomes of behaviour you will not only help neurodivergents make more sense of their reviews, you will also help achieve better gender equality in performance reviews.

Conclusion

In conclusion, while the discourse surrounding performance reviews often emphasizes the need for systemic change, it is essential to focus on practical improvements that work in the here and now. By acknowledging past efforts and growth, exploring the positive aspects of unique behaviors, and being mindful of language we can enhance the effectiveness of performance reviews for all employees. These simple tips not only foster a more constructive environment but also promote understanding and growth, ultimately benefiting both the individual and the organization. As we navigate the complexities of performance evaluations, let us aim for meaningful progress that works within the existing structures while we work towards a better system at the same time.