Like or Dislike: 0  0

Like or Dislike: 0  0

http://www.nytimes.com/2011/03/02/opinion/02culbert.html?_r=3&adxnnl=1&adxnnlx=1299157247-xRl/CrknebjzLi4Yyh8qBQ

“Why Your Boss Is Wrong About You”

Like or Dislike: 0  0

Like or Dislike: 0  0

For some reason people just believe in the system of annual appraisals and merit pay. No amount of reasoning to the contrary will shake them, I’m afraid. The data in most human relations areas are just a little too hard to come by, so people stick with their biases and beliefs.

For years I’ve met weekly with the individuals on my team, with a three point agenda I learned as the acronym WAD: Welfare (how’s it going?), Accountability (accomplishments, challenges, plans, etc.) and Development (what do you need to do to grow? What can I do to support you?). I try to ignore the silly messages that pop up in my email from our online rating system for annual appraisals, and I just keep forging ahead, knowing that we have a high functioning team.

Like or Dislike: 1  0

http://www.npr.org/templates/story/story.php?storyId=128362511&sc=nl&cc=es-20100711

“Employee performance reviews should be eliminated, according to UCLA business professor Samuel Culbert. “First, they’re dishonest and fraudulent. And second, they’re just plain bad management,” he says “

Like or Dislike: 0  0

http://www.estherderby.com/2004/11/an-alternative-to-the-yearly-performance-review.html

This year I think we should all skip it.

Really.

Here’s why:

For most teams, each person’s achievement is all intertwined with the other members of the team. Trying to pull out individual performance on project goals is futile. Emphasizing or rating individual performance undermines collaboration.

Like or Dislike: 0  0

I too when working at a previous company, had a performance review and was told by my boss, “I really wanted to rate you at the highest level but then that would mean you have out-grown your job and there is no where to move you internally and we don’t want to lose you, so here you go, this is your level.” Well that was demoralizing, what I heard was, “Well I could be making more because I’m so good but I won’t because this doesn’t make sense!” Thanks so much. My motivation to do well comes from internal drive but hearing that it was recognized and not rewarded was deflating. I wish she never said that to me. I think there is incredible value in real-time feedback. There is resentment that builds when there are issues that aren’t addressed and accolades that aren’t given but held until once a year! Great post.

Like or Dislike: 0  0

I have not read Culbert’s new book either…save for the 1st chapter ‘sneak-peek’. He mentions an alternate to the annual REview, is the performance PREview. Sounds like what we experimented with at Wiremold (Brooks Electronics, Philadelphia)

I totally agree with Culbert’s comment regarding what employees need…they need evaluations they can believe, ones dictated by need, not a date on the calendar.

When the talents and skills of an employee can be directly linked and staged to meet company needs, you begin to build a culture where engagement and career satisfaction can flourish.

That kind of environment gives you a better chance for long-term profitability. Touchdown.
.-= Steve Martin´s last blog ..Lean Gardening – Celebrate the Weeds =-.

Like or Dislike: 0  0

The goal? Long-term profitability of the oranganization. Achieved through customer focus, high quality, and low cost. Staff morale and engagement leads directly to those goals.

So my argument would be that numerical ranking and annual reviews often harm morale, create internal competition, and harm quality. That’s my position at least.

I think a football team is far simpler than most organizations. As much as I love football, the analogies don’t hold true I think. Again, my argument is not that everyone should be paid the same.

Like or Dislike: 0  0