Meets Expectations

Perhaps the most widely used rating in performance management systems is the dreaded meets expectations. People who contribute in ways and at levels that are certainly beyond anyone's expectations find "meets expectations" demoralizing. Why? After all, they did meet expectations. Here are some possible explanations for strong feelings about the "meets" rating, for people whose jobs fall in the category called knowledge work.

Check your own expectations

You risk disappointment unless you have concrete indications that your supervisor's expectations are in alignment with your own expectations vis-à-vis your performance. Rare are the supervisors who specify precisely their expectations for their subordinates' performance.

For many, it's realistic to assume ambiguity about the distinction between "meets" and "exceeds" performance levels. Most supervisors are free to assess anyone's performance as either "meets" or "exceeds" without risk of contradicting any standard, stated or not. To the extent that supervisors are free in this way, the distinction between "meets" and "exceeds" is meaningless, and expectations that you will receive any particular rating are unjustified.

Accept the complexity of performance

Performance is such a complex entity that precisely defining objective specifications distinguishing "meets" from "exceeds" is probably impossible. For some jobs, even writing a complete job description is difficult.

Even though Performance is such a complex entity
that precisely defining objective
specifications distinguishing
"meets" from "exceeds" is
probably impossibleyou might feel that your performance exceeds anyone's reasonable expectations, recognize that you probably know more about your performance than your supervisor does. This isn't a justification for anyone undervaluing your performance. Rather, it's a criticism of the simple-mindedness of most performance management systems. To believe that one can justify any rating, including "exceeds," by citing facts, is to subscribe to the idea that one can rate performance on such a simple scale. Don't fall for this trap.

Know whether your supervisor has quota constraints

Often, employers use a performance rating framework known as forced ranking or forced distribution in which they set quotas for the various levels of the performance rating system. For example, they might require supervisors to rate no more than one subordinate as "outstanding" and no more than 5% of their subordinates "exceeds." Except for employees with serious performance issues, the rest of their subordinates are then relegated to "meets."

Such a scheme is, of course, irrational. It rates people not according to their performance, but according to some target distribution of ratings, nearly independent of performance. Because the irrationality of the scheme conflicts so dramatically with the high standards of rationality required of knowledge workers, many find the hypocrisy intolerable.

The problem of designing a performance management system for knowledge work is much bigger than merely distinguishing "meets" from "exceeds." In many cases, the value of a knowledge worker's contributions might not be evident — even to experts — until years pass. Keep that in mind when someone tells you that your performance "meets expectations." Usually, they really don't know what to expect.

Be less concerned about an obviously unjust performance evaluation than about having accepted as legitimate a fundamentally irrational performance evaluation process.  Top    Next Issue

Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info

Your comments are welcome

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.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

Virtual Communications: III

Participating in or managing a virtual team presents special communications challenges. Here's Part III of some guidelines for communicating with members of virtual teams.

Remote Facilitation in Synchronous Contexts: II

Facilitators of synchronous distributed meetings — meetings that occur in real time, via telephone or video — encounter problems that facilitators of face-to-face meetings do not. Here's Part II of a little catalog of those problems, and some suggestions for addressing them.

Finding the Third Way

When a team is divided, and agreement seems out of reach, attempts to resolve the conflict usually focus on the differences between the contrasting positions. Focusing instead on their similarities can be a productive technique for reaching agreement.

The Limits of Status Reports: II

We aren't completely free to specify the content or frequency of status reports from the people who write them. There are limits on both. Here's Part II of an exploration of those limits.

Just-In-Time Hoop-Jumping

Securing approvals for projects, proposals, or other efforts is often called "jumping through hoops." Hoop-jumping can be time-consuming and frustrating. Here are some suggestions for jumping through hoops efficiently.

See also Personal, Team, and Organizational Effectiveness and Workplace Politics for more related articles.

Forthcoming issues of Point Lookout

Coming October 7: Seven More Planning Pitfalls: III

Planning teams, like all teams, are vulnerable to several patterns of interaction that can lead to counter-productive results. Two of these relevant to planners are a cognitive bias called the IKEA Effect, and a systemic bias against realistic estimates of cost and schedule. Available here and by RSS on October 7.

And on October 14: Power Mobbing at Work

Mobbing is a form of group bullying of an individual — the target. Power mobbing occurs when a politically powerful person orchestrates the mobbing. It's a form of bullying that is especially harmful to the target and the organization. Available here and by RSS on October 14.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

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

Public seminars

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.

• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   
• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   

Bullet Points: Mastery or Madness?

Decision-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.

• A recording of a program presented June 24, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   
• A recording of a program presented June 24, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.