Effectiveness performance appraisal

1. Effectiveness performance appraisal
Conducting employee appraisals and performance reviews is a part of the job that
many managers would rather assign to someone else.
The reticence is understandable because it has been the experience of many managers
that these employee performance reviews are often morale-deteriorating, energy-
sapping, low value-added exercises.
A 1997 Watson Wyatt survey of over 2000 Canadian workers reported very dismal
findings:
• Only 60% said that they understand the measures used to evaluate their performance
• Only 57% thought that their performance was rated fairly
• Only 47% said that their managers clearly expressed goals and assignments
• Only 42% reported regular, timely performance reviews
• Only 39% reported that their performance review was helpful in improving on-the-
job performance
• Only 19% reported a clear and direct linkage between their performance and their
pay
So where does that leave us with the very pervasive employee performance appraisal?
Unfortunately, if your organization is like most companies, they are out there stuck in
the middle of crazy - doing the same thing they have always done and expecting a
different result.
Why Most Employee Appraisals and Performance Reviews Are A Waste
Problems with employee appraisals are particularly intractable because the underlying
systems and processes within which most employees are recruited and matched to
their jobs are broken.
Furthermore, the organizational culture that currently exists in many companies is
completely antithetical to the sort of honest back-and-forth that a productive
employee appraisal program would require. Most of the time, the manager holds back
from candid critique and the subordinates in turn table their heartfelt objections and
reservations. The result is one more disillusioned and de-motivated employee back on
the front lines.
The key to solving this problem is to address an important area of organizational
effectiveness that is often overlooked by corporate leaders:
Management must make sure that clear metrics and performance dashboards are
developed before employees are hired, and that metric-based performance
management is emphasized.

2. This put much of the onus on the company's management to clearly define the
mission, outcome and competencies for each job function and to develop a metric-
based performance monitoring and accountability system.
It is this strategic approach to hiring and monitoring the right people that will turn the
employee performance appraisal into a useful tool for business growth. No longer will
there be confusion over performance or behaviors not being clearly outlined.
In the book "Who" by Geoff Smart and Randy Street, you can find a fully developed
framework for strategizing, sourcing, selecting and selling your organization to the
top performers your company needs to succeed.
This simple strategy of developing a detailed scorecard for each job function is one of
the most powerful ideas in HR over the last few years. Their sophisticated system
illustrates just how much responsibility for poor performance actually falls on the
company itself.
By failing to think through the details and develop specific metrics for a position,
senior managers have actually set their new hires for failure right from the very
beginning.
http://performanceappraisalebooks.info/ : Over 200 ebooks, templates, forms for
performance appraisal.