Talent and Performance Development
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Scooped by Deb Nystrom, REVELN
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Classic: The Top 50 Problems With Performance Appraisals

Classic:  The Top 50 Problems With Performance Appraisals | Talent and Performance Development | Scoop.it

 In 1996, Frederick Nickols estimated the cost at just under $2,000 per employee. ...includ[ing] manager preparation time, employee time, HR processing time, opportunity costs, and advances in technology, still puts the process cost at over $2,500 per employee per year.

Partial list of the 50 Problems cited.


Most Serious Performance Appraisal Problems


1. Don’t assess actual performance — most of the assessment that managers complete focuses on “the person,” including characterizations of their personal “traits” (i.e. commitment), knowledge (i.e. technical knowledge) or behaviors (i.e. attendance). While these factors may contribute to performance, they are not measures of actual output. If you want to assess the person, call it “person appraisal.” Performance is output quality, volume, dollar value, and responsiveness.


2. Infrequent feedback – At the very minimum, formal feedback needs to be given quarterly, like the GE process.


3. Non-data-based assessment — most assessment criteria are “fuzzy” and subjective.


4. Lack of effectiveness metrics — many accept that the goals of the process are to recognize results, provide feedback to address weaknesses, determine training needs, and to identify poor performers. Unfortunately, rarely do process owners ever measure their processes’ contribution to attaining any of these goals. Instead, the most common measure relating to performance appraisal is the percentage completed.


5.  Lack of accountability – ...One firm attempting to remove a troublesome employee found that the manager had rated the individual the highest within the department and awarded them employee of the year.

Deb Nystrom, REVELN's insight:

The comments on this blog post are also very helpful.  Look at Robert Bacal's contributions in particular, as well as consider the recent, "Beyond Performance Management"book that delves into the "Why" of any system including performance management.  ~  D

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Rescooped by Deb Nystrom, REVELN from Performance and government
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The Right Support at the Right Time: Embedded Performer Support

The Right Support at the Right Time:  Embedded Performer Support | Talent and Performance Development | Scoop.it

....an urgent announcement, “This is a code yellow alert! – Repeat – This is a code yellow alert!”

My colleagues and I snatched for the laminated cards that hung around our necks and determined that a “code yellow” meant there was a hazardous materials spill in the building and we were to evacuate immediately. We did. No one was injured. We had the perfect EPS application available to us at the right time.


...Whatever technology is used to enable that seamless, frictionless, ubiquitous link to the right EPS needs to answer several critical questions including:

  • Who is/are the performer(s)?
  • What are the performance expectations of their role?
  • What are the expectations [tangible outcomes] of their performance?
  • Where are they physically located when the moment of need arises?
  • Where are they located within a workflow when the moment of need arises?
  • What is their level of connectivity when the moment of need arises?
  • What devices are in the hands of the performer when the moment of need arises?
  • What environmental attributes are present that could influence/impede performance?
  • What is the level of urgency to perform flawlessly at the moment of need?
  • What are the risks associated with less than flawless performance?
     

Take note that these questions are all addressing performance…and the performer…in their post-training work context. I draw this distinction because the answers to these questions shine the light on what “technology mix” and what “access/delivery venues” are most appropriate to enable an effective EPS solution.


Via Paul Summers
Deb Nystrom, REVELN's insight:

A useful set of questions to spur thinking on timely performance support.  ~  D

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