Resources >> Articles

Why don't we enjoy doing Performance Appraisals?

Despite the fact that Performance Appraisal is almost universally accepted as a good idea most of us do not enjoy the process, why is that?

A lot of the reasons lie in the way the process is designed and carried out. As with most things in life the more effort you put into something that matters, the more you get out!

So what are the most common complaints heard about Performance Appraisal, and what can be done about it.

1. The jobholder gets involved as little as possible in the process and leaves everything up to their Manager/Supervisor.
   It is important to get the jobholder fully involved in agreeing their personal targets, and recording progress achieved against them. This way they are far more likely to ?own? the targets and work proactively towards achieving them.
2. The Performance Appraisal system is too time consuming.
   Passing endless pieces of paper around and arranging a succession of short face-to-face meetings is not necessary. Use a web-based software solution to make the records available anywhere you require, and at any time. Face to face meetings are only necessary at the stages in the process where formal feedback is being given.
3. The current process doesn?t support the needs of the Business.
   It is very important to align personal target setting to the Business Goals. If staff are not prioritising their tasks in accordance with what matters to the Business, then frustration will abound and little achieved.
4. The current process is confrontational.
   If clear, agreed targets are set and progress is recorded throughout the year, this will lead to a simpler discussion at the end of the review period, and less subjective decisions being made.
5. Currently Appraisal outcomes seem to be negative.
   Regular mid-term reviews and automated E-Mail reminders of impending target dates will facilitate discussions about how targets can actually be met, rather than a one-off meeting at the end of the review period that attempts to apply retrospective blame for missing targets.
6. It is difficult to judge how well the Performance Appraisal process is operating.
   It is important to put in place statistics that monitor how effectively the process is operating, and what value is being added. It should be a simple matter to set up regular, automated reports that show progress against the annual timetable of reviews that have been completed, percentage of targets met and distribution of ratings compared with previous years.

Overall there is still huge value in having a Performance Appraisal system that operates well. It aligns performance of individuals with the Business Goals, identifies the good performers as well as those that need support in reaching acceptable levels of performance.

An effective, timely and relevant Performance Appraisal process is far more enjoyable to participate in than a system that does not contain up-to-date and accessible data and leads to conflict and frustration.

Author: Malcolm Jones (FCIPD)
Published: 06/11/2009