Everyone is subject to bias, even managers. Using them as the central point of your performance management process might be doing much more harm than good. Here are a few reasons why you should rethink your process and how to do it better.
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Policies, politics, obfuscation, and injustice are some of the major faux pas leaders make that undermine any motivational efforts you might take to in encourage engagement. But people aren't stupid. That pin-pong table doesn't make up for the fact that people don't feel free to do their best work. If you want high performance and long-lasting employees, you'll have to deal with your fears.
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Saying HR is broken is a misclassification. HR is not a piece of a machine that breaks. They are more like a mechanic and if you view culture as an indication of organizational health, then maybe they are more like doctors. If you want to improve organizational health, find the right "doctor" who can help you get there.
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The gender pay and leadership gap continues to haunt companies despite legislation and focus over the past few years. Companies are spending more and more time on inclusion and diversity efforts but they may be all for naught if you are still hanging on to one key process.
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People do all sorts of jobs. What they do is less interesting than why they do it. If you really want a glimpse into whether someone is just doing a job or really engaged in a passionate pursuit, discover their "why." This is mine.
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This article analyzes why performance reviews don't work at the individual performance level. From single rater bias to the imbalance of power, performance reviews just don't improve individual performance. Read more to find out why.
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Start with the end in mind is always good advice. At Ohos, I started with the belief that people want to be good at what they do and make a difference....but practices, policies, and often people get in the way of letting that happen. One tool that touches all three of those is the performance review...so we decided to fix that first.
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