It is no secret that traditional performance reviews have declined in popularity. In a survey by Globoforce, the top reasons why employees dislike performance reviews were determined to be:
- 63% Not a true indicator of performance
- 40% Single point of view
- 30% Feel undervalued
- 22% Doesn’t account for past work
- 21% Not frequent enough
Each of these top reasons are valid and unfortunately, quite common. The reason is not because performance reviews are not valuable; it’s that the tools that are used don’t really measure performance.
There are two major areas that need to be addressed in effective performance management – “what” is being accomplished and “how” it’s being accomplished. So many of the appraisal systems (and I use that term loosely) that I see being used are only focusing on some behavioral issues. They lack the emphasis on actual results.
If the reviews are not including actual work performed, then all except for the second point above become an issue; disliked not only by the employee being evaluated but probably by the evaluator, a lose-lose situation all around. This doesn't drive results which, in turn, effects organizational performance. The second reason raised is also capable of being modified but is rarely considered.
When performance objectives are clear and attainable, linked to company and departmental goals, employees are empowered and more likely engaged to achieve results-focused outcomes. Check out our program Performance Management: Increasing Productivity and Efficiency.
“It’s not enough to be busy, so are the ants. The question is, ‘What are we busy about?’” – Henry David Thoreau