Each year this hated event occurs. Supervisors and managers are aware that they will have to do annual performance reviews for their staff. Every now and again the process or the paperwork will change. It will either be a small change or a completely different system. No matter how it changes, it still attracts negative feelings from both the receiver and the giver. Each year the supervisors and managers have to have a performance discussion with their direct reports and complete the paperwork. It is a time consuming and emotionally draining process that serves no practical purpose. The costs associated with annual performance reviews are lost forever.
The problem with this process is that there is very little evidence to show that this annual event has any positive effect on people's performance. And if there is no change in performance, why do we do them? Common sense plus a bit of experience tells us that an isolated annual event such as this is unlikely to deliver a positive outcome. The goals of the performance review is to provide people with feedback on their performance and compare that with the expectations of the job. It exists to provide a forum for discussions on performance.
Having these goals is commendable. However in nearly every single case a performance review, no matter how well it is done, no matter what the intentions of the participants, no matter the skill of the manager or supervisor, will not achieve these goals. Positive feedback has got a limited shelf life which is considerably shorter that the interval between annual reviews.
W Edwards Deming commented that annual appraisals sometimes took six months for both parties to recover from the effects.
The question is, "Why do them?"
Performance reviews are carried out because the goals are worthwhile and it is fashionable to do them. Everybody understands that an annual event does not change performance. Yet, we persist in this painful process knowing full well that the only way to change performance is constant coaching on-the-job.
So why we create resentment in managers, supervisors and staff on an annual basis I will never know. In any other environment, consider the use of feedback once a year. Imagine playing golf, tennis or any other sport and only getting one feedback event during the whole year. Frankly, we wouldn't bother playing the sport.
Some business realize that the annual appraisal is a waste of time, money and effort, so they compound their mistake and double their costs by having them every six months!
The problem with this process is that there is very little evidence to show that this annual event has any positive effect on people's performance. And if there is no change in performance, why do we do them? Common sense plus a bit of experience tells us that an isolated annual event such as this is unlikely to deliver a positive outcome. The goals of the performance review is to provide people with feedback on their performance and compare that with the expectations of the job. It exists to provide a forum for discussions on performance.
Having these goals is commendable. However in nearly every single case a performance review, no matter how well it is done, no matter what the intentions of the participants, no matter the skill of the manager or supervisor, will not achieve these goals. Positive feedback has got a limited shelf life which is considerably shorter that the interval between annual reviews.
W Edwards Deming commented that annual appraisals sometimes took six months for both parties to recover from the effects.
The question is, "Why do them?"
Performance reviews are carried out because the goals are worthwhile and it is fashionable to do them. Everybody understands that an annual event does not change performance. Yet, we persist in this painful process knowing full well that the only way to change performance is constant coaching on-the-job.
So why we create resentment in managers, supervisors and staff on an annual basis I will never know. In any other environment, consider the use of feedback once a year. Imagine playing golf, tennis or any other sport and only getting one feedback event during the whole year. Frankly, we wouldn't bother playing the sport.
Some business realize that the annual appraisal is a waste of time, money and effort, so they compound their mistake and double their costs by having them every six months!
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