Appraisals are universally hated, but why do we get performance reviews so wrong?
It is hard to think of a more despised HR process than the appraisal. Room 101 has beckoned for so long but none of us seem to want to put it there, because we have nothing to replace it with.
For a long time we have talked about the need to regard performance appraisal as a ‘quality conversation’ between manager and report, to view the form as a record of that conversation, and to have the conversation regularly.
To the majority appraisals have become a pointless administrative process. Something that must be done regardless of outcome. All the negativity I hear is about the forms, the administration, the bureaucracy, the worthlessness. Is it any wonder then that appraisal has become such a dirty word? Managers hate it. Appraisees despise it. Yet most organisations still have an appraisal system.
In one large organisation I know of there’s even a performance target about appraisal completion. How is completion measured? When the form reaches the HR department.
An MD friend would sooner die than introduce appraisals in his organisation. He asks: “when has an appraisal system ever added a penny value to my business?” It’s a fair question but I think, despite all the negatives, that he is wrong to miss the opportunity to discuss performance on an individual basis and secure a good knowledge of the strengths of his players.
Many organisations say they are ‘getting rid of appraisals’ but they are not. It’s the same process, just in a different wrapping. So where do we go? I have eight suggestions:
CONCLUSION
Performance appraisals are typically used to explore each employee's job growth and to set goals and benchmarks to strive for during the next appraisal period. Understanding the benefits of performance appraisals can help managers and supervisors make the best use of them.