Entrenched habits tend to persist, invisible, until poets, reformers and provocateurs start writing, talking and asking questions. They also challenge us to reexamine long-standing practices that no …
Entrenched habits tend to persist, invisible, until poets, reformers and provocateurs start writing, talking and asking questions. They also challenge us to reexamine long-standing practices that no longer fit our current world and what's on the horizon.
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It’s been over a decade since Michigan based authors Coens & Jenkins published, Abolishing Performance Appraisals. Their suggestions were built upon W. Edwards Deming’s systems of thinking and acting to achieve high performance.
Even with research, and many books and articles suggesting alternatives, flawed appraisals show up in court regularly with rulings usually favoring employees.
Management receives limited benefit from the practice, although in some situations, the managerial, accountability aspects of appraisal make sense. In reality, the return on the time invested has been poor, so much so that large corporation are starting to end the practice, similar to the reduction of using forced performance rankings of employees.
Management has been challenged to overcome drawbacks that include:
Bias, difficult to remove, even with constant training – manager personalities and life histories have impact,
Inconsistent application in organizations (managers apply practices differently),
Reductionist rating systems that do not overcome rater error,
Improper alignment to company goals and priorities, and stated values,
Poor return on the investment (ROI) of time and money.
Deb’s session covered how to unleash gifts using systemic perspective with HR to helpfully challenge organizations and staff to nourish commitment and to put the emphasis on performance where it can do the most good
See the photos proceedings from the session here: http://www.flickr.com/photos/stella12/10163557426/in/set-72157636341376436/
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