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Title:Performance Appraisal, Because Nobody's Perfect
Description:A guide to performance appraisal, including performance management, reviews, rating scales, continuous feedback, ANPAS, news and cloud software. How about that?
Keywords:performance appraisal, employee reviews, rating scales, employee performance, feedback, performance management
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Performance Appraisal, Because Nobody's Perfect
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Topics in Appraisal
Performance Appraisal
Archer North: quot;I will fix performance appraisal quot;Feedback is the basis of
improvement, and improvement is the basis of survival. Is this too hard to see? Survival depends on improvement,
which depends on feedback. It's not rocket science, but it is science.
Archer North*
vows to fix performance appraisal at
anpas.com.
Why the
Performance Appraisal Revolution Matters quot;If you think about it, the
performance appraisal is the heart of the interface between the organization and
the employee, manifested through the relationship between the supervisor --
representing the employer -- and the individual. So the changes in performance
appraisal reflect what it means to be an employee at different points in time. quot;
~ Peter Capelli, Human Resource Executive Online
Does abolishing appraisal ratings help employee performance management?
The voice of sanity. More to come on this one.
Jerks at work'If somebody is rude or an outlier occasionally because
they are in a situation where they didn't get a good night's sleep or something
drastic has happened in their personal lives, we wouldn't consider that person
to be a jerk at work,' says Gretchen Spreitzer, co-author of Destructive
De-energizing Relationships: How Thriving Buffers their Effect on Performance.
She continues: 'It is when there is a pattern in the behaviour over time that a
person can be considered a jerk.'
Feedback is
positively correlated with improvement quot;As someone once said, if performance
reviews were a drug, the FDA would never approve them because they're
ineffective and have too many side effects. quot; Ha. Funny. And if performance reviews were a tool, we would blame it for our failures. Oh, wait a minute,
it is a tool, and we do blame it, and rather lavishly of late. As the French say: quot;mauves ovriers ne trovera ja bon hostill quot;. Bad workers
like to blame their tools. Indeed they
do. In fact, performance appraisal is the culpable tool du jour.
Attacking appraisal is the latest fad to distract the managerial
classes. This isn't
working! Quick, change to something else! A few years from now,
the calls will mount to bring appraisal back. But today's white-collar wisdom
suggests performance appraisal is a dangerous drug. Seriously, this is the best
thinking in human resources? As George Orwell once said: quot;We have now sunk to a
depth at which restatement of the obvious is the first duty of intelligent men. quot;
Very well. Let's start with some empirical facts and venture from there to
examine the obvious. Feedback is positively correlated with improvement, and
improvement is positively correlated with survival. Therefore feedback is
correlated with survival. As feedback increases, the odds of survival increase.
Feedback is useful, feedback is good. The whole point and purpose of performance
appraisal is feedback. Performance appraisal is bad in the same way a hammer is
bad. Use it properly and it works, but if you're clumsy, you'll smash your
thumb. Then you'll chuck the hammer away and curse it as a drug that should be banned by the
Federales.
Performance reviews? We don't need no stinkin' performance reviews, as
Alfonso Bedoya might have said had he been a modern management consultant rather
than a vicious roaming bandit. (Not that much difference, when you think about
it.) A more sedate analogy is found in the temperamental tennis player. They
miss a shot and start smashing their racquet, as if it was the racquet's fault.
I see the same thing happening with performance appraisal. I have worked in the
field for twenty-five years. I assure you that the
bastardization of performance appraisal is a common and well-accepted practice.
I will have more to say in due course, when I find time to write. For now, I am
busy at anpas.com, which is coming
together nicely.
A.N.
An
alternative to the dreaded annual performance reviewA new article in
Fortune magazine points out that while some organizations are moving towards a
less traditional approach in giving employees performance feedback, the need to
record and document performance information is as pressing as ever. The
traditional annual review, or performance summary, will still have a part to
play as there is a baseline requirement for properly documented performance
information. Roger Ferguson notes: HR departments need quot;documentation in the
event of an EEOC or NLRB claim or charge... We are, after all, a very litigious
society. quot; That's not likely to change.
Rethinking employee engagementJayson Saba writing for
hr.blr.com believes that the phrase 'performance
management' will be replaced by 'performance development' in much the same way
that personnel management became known as human resources. The difference, he
says, between performance development and performance appraisal is that
development is more focused on the future than appraisal, which tends to look at
the past.
Are performance reviews worth it? quot;The performance review is getting
mixed reviews quot; says new research from OfficeTeam. Although most (79 percent)
human resources (HR) managers interviewed said they schedule these meetings at
least annually, one in four (25 percent) employees feel the assessments do not
help improve their performance. quot; That sounds pretty bad, but wait ... it also
means 75 percent of employees believe they get at least some gain from it. So
yes, performance appraisal is worth it. A biased conclusion, naturally :-)
Sack off the appraisal? quot;Once regarded as an opportunity to boost pay,
openly express issues and perhaps help bosses understand just how exceptionally
you've performed, many now regard these sporadic review meetings with
trepidation, with some employers seizing this annual / bi annual meeting as a
place to chastise or 'rate and rank' the already nervous employee. At best it's
an opportunity to defend yourself, at worst it's an Apprentice style mugging
based on interrogation and blame shaming... quot; Dear, dear. I wonder if Donald
Trump ever had a performance appraisal?
Candid Camera and the danger of consensus thinkingAnyone see a consensus
emerging? The herd-minded follow the herd-minded. All of this talk about dumping
and ditching performance appraisal is an exercise in folly. Plants will not grow
in the dark and neither will people.
In favor of
ditching the performance review Peter Cappelli at the Warton School
writes that the current disillusionment with 'traditional' performance appraisal
seen in a number of large companies is due to a concept of team dynamics known as
the quot;A player, B player, C player quot; model, which gained a following in the
1990s. The model quot;... suggested that poor performers would always be bad, so we
should just find them and get rid of them. quot; This seems to be a variant on the
discredited rank-and-yank thinking that contributed heavily to the demise of
organizations such as Enron.
The model, says Cappelli, was never true. He believes that it may have reflected
the theory of
Fundamental Attribution Error and crowded out the rightful attention due to
other tasks that performance appraisal was supposed to perform, such as
improving performance and developing skills.
How to establish a performance improvement plan There are four critical
steps, according to the Society for Human Resource
Management. 1. Document the performance issue. 2. Develop an action plan. 3.
Review the plan with another party such as an upline manager. The plan should be
quot;specific, measurable, relevant and attainable quot; with 60 to 90 days. 4. Meet with
the Employee to outline the plan. 5. Follow up to assess the success of the
intervention and if unsuccessful, modify the plan or consider other actions such
as job reassigment, etc.
Staff would rather call in sick than face an appraisal Among the age
group known as Millennials, or those born after 1980, a quarter would rather
call in sick than face a performance appraisal, says a survey of 1,000 full-time
employees reported by TriNet and Wakefield Research. Nearly 70% of Millennials
believe the process of performance appraisal (at least the one they've
experienced) to be flawed, yet 85% want to get more feedback, not less, from
their boss.
More US
companies moving away from traditional performance reviewsThe Washington Post reports that big US companies are increasingly disillusioned with 'traditional' performance appraisal. Welcome to the news. We have been saying the same thing for years.
The dreaded performance reviewBBC
Capital reports on performance appraisal.
Infosys Scraps Bell Curve
for Performance EvaluationIt is reassuring to
see organizations moving away from the toxic practice of
rank-and-yank. As Infosys and other companies have found, the collateral damage
caused by rank-and-yank outweighs its dubious benefits. As the authors of
an
MIT white paper noted, forcing people into a rigid rank-order can cause a
crippling "erosion of social capital" within the organization, precipitating
an
overall decline in collective performance. While I agree with that observation,
I do not agree with "scrapping the bell curve". The bell curve is a useful
tool and a beautiful piece of human science. What should be scrapped is its
misuse in misguided schemes such as rank-and-yank.
Technology is making real-time performance monitoring too easy quot;...
big companies such as GE, Accenture and Deloitte are trumpeting their
abandonment of the annual ritual of performance appraisal .... because it is
much easier and less time-consuming to do them in real time via an app on a
smartphone. quot; Yes, but 'easier' and 'less time-consuming' does not
automatically mean better, if the goal is to give considered, meaningful and
useful feedback, of the type that actually leads to superior behavior.
HCL begins shift from bell curve appraisals towards feedback-based system
Since when was the bell curve the enemy of humanity? The articles I am
reading of late are incorrectly asserting that the bell curve is being
abandoned. Shall we abandon the best-demonstrated piece of empirical
psychology we know? Shall we abandon science? If you read the articles more
closely, you will see that what is really being abandoned in most cases is
the toxic practice of forced rankings. That is, rating people in such a way
that the ratings distribution conforms to the bell curve shape. Forced
rankings is a wrongheaded idea. But the bell curve itself is a fact, like
gravity. Wrongheaded ideas come and go, but facts don't. The bell curve will
continue to elegantly depict the truth of human nature.
Is the appraisal an HR tool of the past?Vicky Roberts of UK training
firm Vista asks if the recent trend towards ditching the traditional annual
performance appraisal (for example, see the articles above) will become
widespread. Will we all bend with the trend? No doubt, sole reliance on the
once-a-year review process will be change as new technology makes new
methods of feedback more timely and convenient. But it will not be the end
of performance appraisal, as such. Improvement is surpassingly difficult if
not impossible in the absence of appropriate feedback. As Roberts rightly
writes: quot;Certainly the concept of an annual review of performance has its
flaws, and the oft-cited reason is that nobody likes surprises. This is
true, issues should of course be dealt with as they arise, not saved as a
bombshell for the annual appraisal. To borrow terminology from the world of
educational assessment, performance management should be formative rather
than summative. quot;
Racial discrimination or poor performance: Court decidesHere's a
scenario to keep HR managers awake at night. An African American employee
with allegedly poor performance, documented through a performance appraisal,
was terminated after a series of warnings and probation
periods. The employee goes to court
and claims racial bias. The court cannot find any
evidence that the people who terminated the worker were motivated by racism.
But on appeal, the employee invokes a legal argument known as the
cat's paw theory of liability - quot;under which an employer may be found
liable when a non-decision-making employee with discriminatory animus
provided factual information or input that may have affected the adverse
employment action. quot; In other words, the evidence relied upon by the
decision-makers may have been tainted by racial animus. Hence the
decision to dismiss was similarly tainted.
On the need for team lubricant quot;...
we learned long ago that, particularly in technology, work-progress and
achieved objectives depend upon a well-lubricated team-spirit. We cannot all
be experts all the time in all venues. We depend, to meet an overall task or
objective, on very diverse competencies. Thus, our ability to interact with
people becomes a paramount attribute... quot;
Layfayette@Techcrunch
Appraisal: Improving Performance and Developing the Individual
Not an article, but a good read by
Richard Williams (Author) and Clive
Fletcher (Author)
How Human Resources Models Define The Future Organisation
Modi message to Ministers: Perform or Perish
GPMS a big leap for efficiency: PM
锘緾urrent series:
The Brutal Truth About Performance Appraisal
The Wisdom of Rats, or Why Performance Appraisal Matters
Previous series:
Introduction to Performance Appraisal
The Purpose of Performance Appraisal
Methods of Performance Appraisal
Performance Rating Scales
Essay Method
Objectives Method
Benefits of Performance Appraisal
Should Appraisal be Linked to Pay and Other Reward Outcomes?
Performance Appraisal and Employee Conflict
Performance-related Bonus Schemes
Common Mistakes in Performance Appraisal
The Effect of Bias in Performance Appraisal
Legal and Ethical Issues in Performance Appraisal
Archive
Additional resources:
The End of Annual Performance Reviews: Are the Alternatives Any Better?
Where performance reviews have been eliminated, employee engagement and performance has fallen by 10%, according to a survey of ten thousand employees across 18 countries. Managers spent less time on performance conversations, and the quality of conversations declined ... One manager said: "When I gave someone a low score in the past, I felt responsible for helping them out, now I just don't feel that I have to spend time doing that anymore." Not only does removing the appraisal process reduce employee engagement, it also reduces supervisory engagement, a disastrous double whammy for productivity. A.N./Knowledge@Wharton September 19, 2016
Drop Employee Ratings? Consultants Weigh In
"... annual reviews were never designed to make managers coach subordinates only once a year, but were a pencil-and-paper-based system that made ratings possible when computers weren鈥檛 yet available. Cloud-based systems have led to an explosion of creativity in this area, he said, adding that 鈥渨hat works at one company can fail miserably for another.鈥 Bloomberg BNA/Martin Berman-Gorvine October 3, 2016
Why managers wont give staff feedback: they may have an emotional breakdown
According to a 2016 US study, Women in the Workplace, data from more 130 companies and some 34,000 men and women shows that women ask for feedback as often as men, but are less likely to get it. When asked why managers didnt want to give employees feedback, 43 per cent of female managers and 35 per cent of male managers said that they were "concerned about seeming mean or hurtful". A.N./Nassim Kadem/Sydney Morning Herald October 6, 2016
Performance appraisal and coaching is key to success at elite colleges
A prestigious private college in Melbourne, Australia, seems to have struck the right performance formula for teachers. Says the Principal of Haileybury Private School, Derek Scott, "We have five staff across three campuses involved in coaching other teachers. If a teacher has any areas they wish to improve, they can ask to be coached. Equally, if as part of the formal performance appraisal process, we identify an area we would like a teacher to improve, we can instruct them to be coached. This has been very popular with staff, and has been one of our most successful programs.鈥 Good one, Derek. Sound thinking, and good management science. The Educator October 7, 2016
Attribution Theory: what employees see as the motivations of HR management
A study of Heiders attribution theory in the workplace has found that employees (and other people) act like "novice scientists who are constantly trying to understand others鈥 behavior by piecing together information about the person and the environment until they arrive at a reasonable cause for the behavior." Hence they strive to figure out the motives that lie behind management actions and systems such as performance appraisal. "... we found that employees who believed that their organisation鈥檚 HRM practices were designed to increase their performance were more likely to be involved in their job, leading to higher levels of wellbeing." LSE Business Review/Amanda Shantz October 13, 2016
How appraisal systems influence company culture
According to Michael Gourley of Human Synergistics International, "... it should be kept in mind that appraisals and rewards have a significant impact on the expectations of people in an organisation. They go far beyond the specific behaviours these systems are designed to reinforce to influence the culture of an organisation." Performance appraisal should be, he said, an exercise in Joint problem-solving. HRD Singapore 25 October 2016
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