Performance review season in many organizations is now in full swing or just passed. As a tool of periodic reflection, performance reviews are a fine idea for accelerating employee development — in theory. But in practice, in most organizations that I've had contact with, performance reviews are downright toxic.
To understand why, let's consider the checkoff rating system often used for evaluating so-called soft skills. For instance, for evaluating listening skills, a performance review form might offer options such as these, usually ordered by desirability:
- Has serious difficulty listening to others' opinions and maintaining open, two-way communications.
- Has some difficulty listening to differing views and weighing them on their merits.
- Listens to others with an open mind; receptive to differing views.
- A very good listener, open to differing points of view; good two-way communications.
- Excellent listening skills, very receptive to new ideas; excellent two-way communications.
Typically, reviewers are directed to select a single option, and then append comments in a space provided.
Such systems presuppose that performance is a constant, independent of context, unaffected by circumstances, and capable of being evaluated according to a limited number of levels. Moreover, they assume that the reviewer's perspective is valid, and that with respect to the performance being evaluated, the reviewer is omniscient. For instance, although in the reviewer's experience the performer might not have been receptive to differing points of view, it's possible that the performer is being subjected to harassment by peers, outside the awareness of the reviewer. But the reviewer's knowledge of such contextual factors is not usually measured.
Checkoff It's shockingly naïve to believe
that a rich, varied, complex,
multi-dimensional concept like
performance can be captured
with a single number or
ordered index levelsystems like these serve two purposes. First, they standardize the reviewer's responses. In the event that the organization encounters a need to justify its human resource management decisions legally, as might occur, for instance, in a lawsuit, documentation containing well-crafted phrasing can provide helpful defense.
Second, checkoff systems dramatically reduce the reviewer's documentation burden, which has risen sharply as organizations have flattened. Checkoff systems provide a low-cost approach to documenting performance assessment.
It's shockingly naïve to believe that a rich, varied, complex, multi-dimensional concept like performance can be captured with a single number or ordered index level. Even when we decompose performance into supposedly orthogonal properties such as listening, communicating, job skills, total output, and so on, it is at best questionable to believe that we can attach a rating to each attribute and then use that data arithmetically to compose a meaningful overall rating result.
Still more shocking is the belief that we can compare the relative values to the organization of the performance of two individuals by comparing their ratings.
Those who create checkoff systems do indeed have something in mind, but it's more likely to be legal defense and performance review cost containment than it is employee development. Next in this series Top Next Issue
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenrVjDycBYkrNUWLQRner@ChacfSfDkcuxEUXyVGbaoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Personal, Team, and Organizational Effectiveness:
- Keep a Not-To-Do List
- Unless you execute all your action items immediately, they probably end up on your To-Do list. Since
they're a source of stress, you'll feel better if you can find a way to avoid acquiring them. Having
a Not-To-Do list reminds you that some things are really not your problem.
- When We Need a Little Help
- Sometimes we get in over our heads — too much work, work we don't understand, or even complex
politics. We can ask for help, but we often forget that we can. Even when we remember, we sometimes
hold back. Why is asking for help, or remembering that we can ask, so difficult? How can we make it easier?
- Selling Uphill: Before and After
- Whether you're a CEO appealing to your Board of Directors, your stockholders or regulators, or a project
champion appealing to a senior manager, you have to "sell uphill" from time to time. Persuading
decision-makers who have some kind of power over us is a challenging task. How can we prepare the way
for success now and in the future?
- Teamwork Myths: Formation
- Much of the conventional wisdom about teams is in the form of over-generalized rules of thumb, or myths.
In this first part of our survey of teamwork myths, we examine two myths about forming teams.
- Listening to Ramblers
- Ramblers are people who can't get to the point. They ramble, they get lost in detail, and listeners
can't follow their logic, if there is any. How can you deal with ramblers while maintaining civility
Forthcoming issues of Point Lookout
- Coming April 24: Big, Complicated Problems
- Big, complicated problems can be difficult to solve. Even contemplating them can be daunting. But we can survive them if we get advice we can trust, know our resources, recall solutions to past problems, find workarounds, or as a last resort, escape. Available here and by RSS on April 24.
- And on May 1: Full Disclosure
- The term "full disclosure" is now a fairly common phrase, especially in news interviews and in film and fiction thrillers involving government employees or attorneys. It also has relevance in the knowledge workplace, and nuances associated with it can affect your credibility. Available here and by RSS on May 1.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenDidufgSVQfwSQsXAner@ChacjtivOcMzhrQBtzGaoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.