Does the performance review process result in employees feeling better about their job, their boss, the organization, and HR? Not likely. In theory, performance reviews are intended to improve performance, hold people accountable, and develop employees. In practice, they accomplish very little of these objectives. Instead, most managers and employees dread the process. HR dislikes enforcing it and leadership tends to devalue it. Most performance management systems force managers to spend the majority of time on the documentation as opposed to good dialog with employees.
Despite having been described 60 years ago as a "virtual treadmill to nowhere" the performance review lives on. Ninety-five percent (95%) of respondents to a 2012 SHRM survey report "effective performance management" as an important challenge, yet many face the reality of an annual performance review system that doesn't work. It's little wonder that the system is perpetually redesigned in the hopes the next version will be different.
Jamie is a recognized thought leader and innovator in the area of talent management. She is the originator of the performance Continuum Feedback Method®. Jamie holds a BA in Business from Emmanuel College and is an instructor at the Boston University Corporate Education Group. She is on the faculty for the Northeast Human Resources Association and is an Advisory Board Member for the Institute of Human Resources.
(To view Jamie's full bio, please click here.)
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