Posts Tagged ‘Performance management’

Performance Meters

June 27, 2014 2 comments

The figure below shows two types of performance evaluation systems; one that measures individual performance and the other which measures team performance.

Perf Meter

Even though the figure implies a causal connection between type of measurement system and quality of team output, as usual, I have no idea if a causal relationship exists. I suspect they are statistically correlated though, and the correlation is indeed as shown. I think the system on the left encourages intra-team competition whereas the system on the right catalyzes intra-team cooperation. What do you think?

team behavior

A Big Fat Waste Of Time

December 29, 2012 Leave a comment

Perf Review Books

Having recently finished the above two heretical books on the undiscussable joke that is “the Annual Performance Review“, I coincidentally stumbled upon this recent article: “Why Year-End Reviews Are A Big Fat Waste Of Time”.

Alas, even though author Denis Wilson plants some decent advice for managers in the blarticle, it still reeks of a slight “tweak” to the notoriously bad, but eerily unopposed, APR practice.

After posting the link to the blarticle on Twitter, I had this interesting exchange with Adam Yuret:


Upon reflection on why such a horrendously demeaning practice like the APR still exists in the 21st century, BD00 has come to the conclusion that the guild of management collectively thinks:

  • The APR actually “works” or,
  • They know it doesn’t work but they have no motivation to attempt such a big and scary change to the org, or
  • They know it doesn’t work but they have no motivation to explore alternatives for achieving what the APR is actually supposed to do.

Be Thankful

October 18, 2012 3 comments

In “Abolishing Performance Appraisals“, Coens and Jenkins state:

One study found that 98% of people saw themselves in the top half of all performers. Another study showed that 80% of people saw themselves in the top quarter of all performers. Other research indicates that 59% of workers across a variety of jobs disagreed or strongly disagreed with any rating that was not the highest on the scale.

Now, assume that your in-Human Resources (iHR) department, under the condoning eyes of the C-suite, enforces the standard bell curve rating system on the DICforce to keep operating costs in check and to implement the industry’s most sacred “best practice“. Of course, the ratings are doled out at the beloved Annual Performance Review (APR) ritual along with subjective lists of personal faults that need “improvement” and 2% raises – a brilliant triple punch combo to the psyche. To make things more interesting, assume that all the reviews are given at the same time each year.

Given the information above, the cyclical morale curve below was scientifically developed by BD00 using one of his patented social system algorithms.

The curve shows that the average “system-wide” morale peaks just prior to the APR; and then it takes a nose dive after most of those optimistic DICs get a dose of reality from their supervisors (whose morale also takes a nose dive from being forced by iHR to administer the deflating news). Subsequent to the nadir, the system morale slowly recovers and rises back to its peak – until boom, the next iHR sponsored APR takes place. Whoo hoo! Dontcha just luv rollercoaster rides?

Just think of the lost productivity and sub-quality work performed during the annual dips. The next time you see an iHR group member, don’t fugget to thank him/her for the wonderful APR system his/her group presides over. Uh, on second thought, don’t do it. Nothing of substance is likely to change and you may be perceived as difficult, disrespectful, and disloyal – three more items to tack onto next year’s personal fault list. Plus, these types of things are undiscussable and they’re not within your tiny silo of expertise.

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