Making Performance Reviews Count

Source: Partner Insights

The following includes excerpts, reproduced with permission, from an article by Jim Whitt.

On the list of things that are done for all the wrong reasons in organizations, performance reviews would have to rank near the top. They end up being “check the boxes” exercises that have little influence on performance because they take place after the fact.

One of the worst things about reviews is the use of numerical values to rate performance. You have probably met more than one manager who refuses to give the highest rating to anyone using the excuse, “I don't believe in giving perfect scores.” If the scale is 1-5 and no one ever gets a 5 then that means you're a lousy manager. If you never give a 5 (or even a 4) when it's deserved you create a culture where 3 becomes your standard of excellence. Mediocrity is not only acceptable, it's as good as it gets.

On the flip side is the failure to let someone know that they're just not getting the job done. Too many bosses are so fearful of conflict or hurting people's feelings that they will ignore bad behavior and poor performance even when it's detrimental to the organization.

The annual review is not going to go away, but the real performance review should be taking place in real-time every day. Good or bad performance needs to be recognized immediately and consistently.

For the complete article, read “Real-Time Performance Reviews.”

From Partner Insights, Aquila Global Advisors, LLC, September 13, 2011, www.aquilaadvisors.com.