It’s that time of year again… the dreaded performance evaluation season. As an employer, it makes sense to ask whether performance evaluations are really serving their intended purpose, or whether the reviews are actually causing more problems.
There are many articles out there about the weaknesses of traditional performance reviews, but when I think about making the most of employee evaluations, I always think back to this 2015 article from Harvard Business Review. I particularly liked the straight-forward questions from Deloitte’s redesigned performance evaluation:
- Given what I know of this person’s performance, and if it were my money, I would award this person the highest possible compensation increase and bonus [measures overall performance and unique value to the organization on a five-point scale from “strongly agree” to “strongly disagree”].
- Given what I know of this person’s performance, I would always want him or her on my team [measures ability to work well with others on the same five-point scale].
- This person is at risk for low performance [identifies problems that might harm the customer or the team on a yes-or-no basis].
- This person is ready for promotion today [measures potential on a yes-or-no basis].
These questions get more to the heart of what an employer would actually want and need to know about an employee’s performance and make it more clear who was ready for promotion. We need to reevaluate the purpose of the performance review and focus more on frequent feedback, coaching and mentoring, and collaboration.