Imagine It’s the time for performance reviews. The dread, which is the same in Dubai’s shiny skyscrapers as it is in cubicles, slowly makes its way. Annual appraisals nobody looks forward to, if that is what you thought, you are right – a recent survey revealed 67% of employees in the UAE and Saudi Arabia consider performance evaluations to be unfair. No wonder an HR expert humorously said that traditional appraisals are “as helpful as a sunshade in a storm,” a mere tick-box exercise that everyone tolerates.
Then why do we subject ourselves to this annual corporate ritual? Besides, how progressive are companies in the UAE and the GCC in breaking the cycle and doing things differently? We will find out why no one likes performance reviews and what kind of businesses that are forward-thinking in our region are doing instead.
During the performance review period, nervousness and anxiety are very common for many people. According to one study, 18% of women and 25% of men reported that they cried after their annual review. When employees perceive the procedure as a punishment rather than a solution, it is understandable that as many as 65% of them consider the evaluations to be irrelevant to their jobs.
One-Size-Fits-All in a Diverse Culture:The implementation of a uniform review strategy in a multicultural workplace like the UAE usually leads to failure of the intended communication. Feedback might look like a regular thing for one person, but it can be too harsh or too unclear for another. Without cultural sensitivity, yearly appraisals may cause misunderstanding instead of getting better.
Too Little, Too Late (and Too Much Work):Annual reviews have become incompatible with the current rapidly changing business environment. Delivering feedback after 12 months is just too slow. According to a local HR leader, it is "like watering a plant once a year and expecting a garden." Issues become dominant for months without being corrected, and accomplishments that should be immediately recognised get only a minimal acknowledgement the following year. At the same time, managers invest a lot of their time in completing review forms, which yield very few results.
Global and GCC companies long ago have abandoned the traditional one-yearly review model in favour of continuous feedback and development. (The mentioned companies are Adobe, Dell, Accenture, and GE). This trend is being adopted by companies in the UAE who are re-evaluating performance management to be effective for today's workforce.
Frequent Check-Ins Instead of Yearly AmbushesWhy an entire year to talk only about performance? Progressive teams have now made feedback a natural part of their work rhythm. Instead of an annual showdown, many companies have monthly or quarterly one-on-one check-ins. These are short, informal talks about how things are going, rather than nervous interrogations where you have to fill out forms. The benefits are huge: employees get the necessary input at the right time, and managers have the opportunity to solve small issues before they become big problems. A technology company in the UAE that implemented a continuous feedback system saw employee engagement go up by 40% and talent retention by 25%. Of course, regular feeding is the best way for your talent to grow - you cannot grow a beautiful garden by watering it once a year!
Coaching and Development, Not CriticismAnother large change is in the use and the pitch of the speech. Instead of managers behaving like judges delivering ratings, they behave like coaches helping with development. Feedback is a conversation between the parties involved to the extent of skills building and problem solving, rather than a lecture pointing out faults. To facilitate this change, companies are actually training managers in coaching techniques. What is the outcome? A team that is more motivated and perceives feedback as support, not as a punishment. Also, many companies are now holding these talks separately from any salary or bonus discussions, thus there is less stress and more honesty.
One of the major problems with traditional performance reviews was that they seldom provided true recognition to employees. Continuous feedback is a solution to that problem: managers and colleagues now, as a rule, acknowledge good work immediately, not after several months. This keeps morale at a high level and demonstrates to employees that their contributions are of value.
Also, feedback has turned into a conversation between two parties. A lot of companies allow employees to share their views with higher management or give suggestions (through quick pulse surveys or feedback apps), mostly anonymously, to facilitate honesty. Some companies also implement 360-degree feedback, which considers the views of colleagues and subordinates, not only managers. The outcome is a more comprehensive and unbiased view of performance and a culture in which everyone’s voice is heard.
Customized and Culturally Attuned ReviewsInnovations in Silicon Valley might not be directly viable in Sharjah or Riyadh. The top GCC companies are culturally redefining performance management. It means they recognize human norms and values in the way that feedback is delivered.
Take the case of organizations that instruct leaders in cross-cultural communication, which involves understanding how to deliver constructive feedback and, at the same time, being respectful of an employee’s background. Check-ins with employees are frequently organized so that they can conform to the regional communication styles (some cultures may choose a more diplomatic way, for example).
Additionally, the focus is also on the performance goals being linked to the bigger picture. The majority of the best employers in the Gulf set individual objectives that are aligned with the company’s mission and even national initiatives. When an employee's work is connected to a broader vision (such as the future strategy of the UAE), it becomes a more meaningful and motivating way of doing the job.
It’s not only “Did you meet your target?” but “In what way did your work help team success and our organization’s goals?” Such an approach is in line with the region where collective success and purpose are among the most valued things.
Moreover, modern tech tools are supporting these changes, of course. The performance management software that is being used by companies in the UAE is quite advanced and interactive, as it makes it possible for feedback to be given in real-time, and the check-ins to be reminded through mobile phones, and even the AI-driven analytics can be referred to for gauging the engagement of the employees. There are several languages that can be supported by some platforms, and they also provide anonymity in the inputs so that every person can comfortably take part.
The focus is not on technology, but it is a great facilitator of a more agile, transparent performance culture..
That is to say, a better system could still be met with resistance. There are managers who hold on to the old methods or who do not give feedback frequently, only because they feel uncomfortable with the situation or are used to their habit. In the same vein, some employees may interpret continuous reviews as a way in which they will be constantly watched and, therefore, may be reluctant to ask for raises.
To get over such fears, the employees need to be trained and informed about them. The company is obliged to provide managers with the skills they need to be able to give feedback regularly and in a confident manner. At the same time, it should also assure employees that continuous feedback is not a way of micromanaging them but a means of helping them to succeed (and it will not be the cause of unfair raises). When employees start to experience less stress and more development, they usually stop being doubtful.
Locally, culturally, and performance management redesign your performance management. Consider these practical tips:
Recognize, Recognize, Recognize: Make frequent recognition a routine part of performance management. In the Middle East, 40% of employees feel that leadership undervalues them. Therefore, a little appreciation can go a long way.
Performance reviews are not necessarily an annual event that we have to dread and endure. UAE and GCC companies, by moving to continuous feedback, creating a coaching culture, and adapting the process to their local realities, are changing performance management from a painful ritual into a vibrant, empowering one.
The future of work in our region is going to be quick, varied, and ambitious; therefore, our way of assessing and developing talents should be at the same level. In fact, if everything is done properly, no one will dislike performance reviews anymore - perhaps they will even anticipate them as an opportunity to develop themselves. Such a change is really worth the effort.
Go to www.tuscan-me.com to see how companies in the UAE, with their eyes on the future, are changing old HR methods to systems that are performance-driven and people-focused
