October 2006 Deep Insights

Performance appraisals are tools that provide feedback to personnel. Appraisals offer recognition for contributions, a thank you for commitment, a platform for the development of new skills, a forum to help individuals grow and the ability to build bench strength allowing growth to be staffed from inside. Why then do organizations and managers avoid performance appraisals and what can be done to embrace them?

Avoidance of performance appraisals occurs because the organization and its managers are too busy with day to day activities. Too busy translates into dealing with crisis as a reward system versus crisis being the trigger for analysis to determine root cause. Too busy translates into “stop talking and go to work vs. start talking and go to work.” Too busy translates into everyone does something but nobody is responsible for anything and somebody will pick up the pieces but nobody does. Too busy translates into critic’s corner not permitting coaching, mentoring or development. Too busy translates into growth or succession planning only to find the bench empty.

Embracing performance appraisals begins when an organization develops a process that parks “too busy” and holds executives and managers accountable to evaluate their organization’s current position. An evaluation strategy is developed to improve the organization’s position with activities that will lead to success. The activities are turned into processes that force dialogue: building commitments between executives, managers, business units, departments and employees. From this dialogue commitments become transparent, measured and publicly acknowledged for success or lack of success. Individuals are rewarded or suffer consequences for contributions, or lack of contributions. Coaches and mentors are assigned to assist successful personnel while guiding those that struggle, building bench strength for growth and succession planning, banning the critics to exile.

When an organization commits to strategy, is willing to establish transparency for accomplishments or lack of progress and embraces coaching, not criticism, performance appraisals become a welcome part of its culture.


Deep Insights
October 2006