Lock Collins Partner, Talent Strategy Practice Leader
August 12, 2010
What value does a performance appraisal system bring to your company? In my experience, very little, based on current practices. Both managers and employees loath the process and it distracts everyone from their purpose. I’ve been exposed to (and created) dozens of these processes. Earlier in my career, I actually believed that the performance review served a purpose. Considering the emotional toll it takes on all participants, not to mention the complete waste of time in correctly filling out the forms, it’s surprising that there’s not a revolt.
This is not to say that there shouldn’t be a linkage between the strategy of the company and the employee’s contribution to its success. This can be done, however, in a much more constructive way. The biggest stumbling blocks to effective employee feedback are that the typical manager does not think strategically and is generally a poor communicator. Wrapping up the manager with forms and schedules is not going to improve the dialogue between the manager and the employee.
How about this: Ensure that the manager understands the strategy of the company (I know, what a concept…). Then have the manager and the employee talk about their respective roles in support of that strategy. Write this stuff down so it’s not forgotten. This can be a rolling, “evergreen” set of discussions. (The world of business is now moving so fast that to have a fixed twelve month cycle for performance measurement is just silly). The manager and the employee are both accountable to each other to talk regularly about what’s going on and to review current projects as well as changing priorities. If a manager can’t create this type of environment, then you need a new manager.
More later on tying compensation to this process.
For more information go to Cambiar’s Talent Strategy Practice and Lock Collins.
