Gaining Real Value Out Of Your Performance Management Process

Gaining Real Value Out Of Your Performance Management Process

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In the emerging age of business at a more global scale, traditional approaches to routine matters are continually becoming more and more archaic, and new disciplines are being adopted and implemented to improve their older counterparts. Reluctance begins to accumulate in the minds of most human resources professionals and managers around the words performance appraisals. Intended to produce the feedback necessary for Management to determine the job performance of an individual, this age old concept is fundamentally flawed. The point of performance appraisals is often misconceived as a judgment rather than the learning tool used to facilitate employee development.

The analytical information yielded by this routine check-up on employees is essential in determining personnel decisions like raises, promotions, and disciplinary actions, as well as giving performance feedback to employees. Theoretically, the concept is sound, it gives you the ability to communicate to your employees their performance and provides you the necessary material to make changes or facilitate employee development.

However, as I said before, performance appraisals are becoming more evidently flawed in practice. Managers become uncomfortable reporting the opinions of their employees whom they must work with daily. Employees often react defensively to negative reviews, taking it personally and undermining the managers authority and trust. The impact this can have on the work environment is devastating; employees can become unmotivated, the harmony of the workplace is thrown off balance, and can cause disrespect for the management. Workers often report that they feel betrayed when their manager rates their performance below what they themselves believe it to be, regardless of whether or not it is true. The negative atmosphere surrounding performance appraisals explains why many managers avoid them, leading to issues for human resource professionals who are forced to constantly follow up on overdue appraisals. Managers even give dishonest feedback to avoid provoking the painful repercussions involved with less than spectacular Appraisals, defeating the entire purpose.

If performance appraisals are so flawed, then should they still be conducted? Do they have a place in the ever-changing face of business? Of course it does, it simply must change along with it. Instead of implementing a rigid scalar rating system against numerous attributes or traits, a discussion among the managers, customers, and peers coupled with a self-assessment procedure proves to be a much more efficient tool in assessing employees. This is known as a 360 degree appraisal and facilitates better communication and doesnt rely on a singular perspective. This method of performance appraisal is not only easier on the relationship between manager and employee, but also human resource professionals who are no longer forced to beat the overdue appraisals out of the managers, and allows them to more effectively facilitate positive change and increased harmony in the workplace.

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