How changing employee check-in processes can power productivity

With attention increasingly focused on the value that new technologies can deliver to business, it can be easy to forget the most important resource is actually people.

Within organisations of all sizes, senior managers must work towards creating an environment where staff can perform at their best. This involves providing everything, from a positive company culture and appealing environment to HR processes that run smoothly.

It’s also important for staff to have goals for their own performance and career advancement. Once set, these need to be assessed on a regular basis, usually via a check-in process.

In many organisations, these check-ins take the form of a formal sit-down between each staff member and their manager. There may also be components of written self-assessment and peer feedback or review.

Creating efficient check-in sessions

There is a fine line, however, between efficient and inefficient staff check-in processes. If the line is crossed, there is then a danger of things becoming over-formalised. When the effort expended on administering the check-in overshadows the actual time spent on the face-to-face component, improvement initiatives should be considered.

Such improvements can take several forms. First, there’s the potential to automate more burdensome parts of the check-in process. This can reduce administrative overheads and result in a time dividend that can be invested back into actually talking with staff members.

Process improvements that can shave off a minute here or an hour there can ensure that face time between managers and employees is maximised while associated administrative tasks are minimised.

The second trend is the emergence of a different type of check-in. This is one that occurs more frequently, is shorter in average duration, and is influenced by changes in leading or lagging indicators.

These indicators act as early warning signals. As with any issue that arises in a team-based or organisational setting, things are generally better addressed as they arise rather than delaying conversations to be raised as part of the next formal check-in cycle.

Taking a dynamic approach

So-called dynamic check-ins can allow performance issues to be addressed before they become a drag on personal, team and organisational productivity. That, unfortunately, can happen if issues go unchecked, particularly for extended periods.

Dynamic check-ins may take the form of regular pulse checks. If these take place regularly and when needed, the requirement for more in-depth and formal check-in processes is likely to be reduced.

It should be remembered that there is no singular path to achieving more dynamic employee check-ins, as a variety of strategies can be used.

Check-ins are often structured around measuring a staff member’s progress towards achieving a pre-set goal. Because the check-in usually takes place on a one-to-one basis, the goals tend to be highly individualised; however, this may not be the best strategy for nurturing professional growth.

Setting goals

A different strategy is to set a mix of individual and team goals. Team-based goals not only aid an individual’s development, particularly where people are paired up across internal functions, but also create benefits for the wider organisation.

Before any check-in occurs, however, it’s important to rethink the way goals are set. Staff members need to be opened up to new challenges and skills development opportunities that go beyond their current role. Teamwork naturally lends itself to more dynamic interaction, and that extends to the way that performance goals are set, tracked, and measured.

Once goals are set, regular online work surveys can provide staff with a less formal check-in process. Even when the responses to such surveys are anonymous, the return of a quick, regular survey questionnaire can be very insightful for senior managers.

The process also provides a sense of participation and engagement and can act as an early warning system if there is a sudden shift in team metrics. Rather than waiting for the next formal check-in process, managers can address any identified issues at the next team meeting.

The benefits of this approach can be significant. For example, a negative movement in work/life balance scores may hint at uneven workload distributions. By raising the issue in a team setting, it enables staff to come together and discuss ways to resolve it.

The end result of dynamic check-ins and goal setting will be more satisfied and productive teams. All will be confident that their views are being recognised and acted upon. For the organisation, this will lead to improved productivity and a more engaged workforce.

Chris Ellis is the director of pre-sales at Nintex.