Comments on: The ‘Annual Performance Appraisal’ Needs a New Name

By: The 'Annual Performance Appraisal' Needs a New Name | Compensation and performance - theories and practices | Scoop.it

Sun, 20 Jan 2013 19:26:42 +0000

[...] A surprising number of organizations still deliver once-a-year performance appraisals without providing much interim feedback. Have you considered the dangers of this approach? [...]

By: Wally Hauck

Wally Hauck — Sun, 20 Jan 2013 13:15:54 +0000

The typical appraisal is flawed because it is inconsistent with systems thinking and leaders today must be able to appreciate systems if they are going to effectively compete in the global economy. For ten years my clients have been using The Complete Performance Improvement Process which includes tools for “Fearless Feedback.” I agree the typical appraisal name should change but the process must change with it.
More informaiton is here: http://www.wallyhauck.com/page.asp?PageID=2913

By: Skip Prichard

Skip Prichard — Fri, 18 Jan 2013 23:59:24 +0000

Good thoughts. I’ve also written on the best way to provide feedback to employees. Nothing should be a total surprise. Continual feedback is required. Informal coaching sessions are the best learning opportunities. I agree with you, Leigh–the annual form is only a summary.

By: Kip Backscheider

Kip Backscheider — Fri, 18 Jan 2013 13:09:21 +0000

Leigh— You’re absolutely right–annual performance reviews are too often completed at the last minute, one sided, and generally hated by all concerned are an anachronism to be left in the dust bin of operations.
The excuse that they are needed for salary increases is a justification after the fact. Salaries are more often set by budget availability and the market.
Fancy forms are useless. A far better way is to evaluate performance based on a series of goals which are specific, time limited and have weighted values assigned to each. They are preset by the parties together and are addressed frequently thereafter. As they are accomplished and replaced with new ones a summary evaluation is made of what has been accomplished. The essential question for the supervisor is always ” how can I help you (employee) succeed?” The essential question for the one supervised is always “what can I do to help my boss succeed?” There is no once a year event, There is, instead, a series of ongoing conversations to improve everyone’s performance.
The process only works when started at the top.