Enigma #3

Everyone hates the annual review process (except you, Mr. or Mrs. Perfect Executive). No one likes feeling judged, to start. Employees find the whole thing meaningless. Managers, at best, find it flawed and, most often, not well executed. So the third enigma is this: how do you make the annual performance appraisal more than something that is disliked and disrespected?

One organization I know of did not set its yearly goals until more than halfway through the year. (I’m sure this is shocking behavior to you.) Then the leadership team started the appraisal process based on the goals they’d just created—after which, they argued about goal consistency (or lack thereof) between departments. Talk about a process that was UN–motivating. It was the perfect storm for organizational resignation.

This appraisal morass is a big deal. I have listened to lots of whining and complaining about how appraisals are done and how they are utilized. The biggest issue I see is with the appraisal review system is that it takes place after the fact, the appraisal occurs after the work season ends and the year is over. It is not a coaching and development system that can allow for improvement and performance enhancement. It is all about rating past performance and, as such, is missing the point.
As for the answer to how to make the process understood and valued, read on—but first, Aare you ready for the fourth enigma? This one has especially plagued and vexed me throughout my long bloodsucking consulting years.

For an alternative to the appraisal review system, click here.