Performance review season in many organizations is now in full swing or just passed. As a tool of periodic reflection, performance reviews are a fine idea for accelerating employee development — in theory. But in practice, in most organizations that I've had contact with, performance reviews are downright toxic.
To understand why, let's consider the checkoff rating system often used for evaluating so-called soft skills. For instance, for evaluating listening skills, a performance review form might offer options such as these, usually ordered by desirability:
- Has serious difficulty listening to others' opinions and maintaining open, two-way communications.
- Has some difficulty listening to differing views and weighing them on their merits.
- Listens to others with an open mind; receptive to differing views.
- A very good listener, open to differing points of view; good two-way communications.
- Excellent listening skills, very receptive to new ideas; excellent two-way communications.
Typically, reviewers are directed to select a single option, and then append comments in a space provided.
Such systems presuppose that performance is a constant, independent of context, unaffected by circumstances, and capable of being evaluated according to a limited number of levels. Moreover, they assume that the reviewer's perspective is valid, and that with respect to the performance being evaluated, the reviewer is omniscient. For instance, although in the reviewer's experience the performer might not have been receptive to differing points of view, it's possible that the performer is being subjected to harassment by peers, outside the awareness of the reviewer. But the reviewer's knowledge of such contextual factors is not usually measured.
Checkoff It's shockingly naïve to believe
that a rich, varied, complex,
multi-dimensional concept like
performance can be captured
with a single number or
ordered index levelsystems like these serve two purposes. First, they standardize the reviewer's responses. In the event that the organization encounters a need to justify its human resource management decisions legally, as might occur, for instance, in a lawsuit, documentation containing well-crafted phrasing can provide helpful defense.
Second, checkoff systems dramatically reduce the reviewer's documentation burden, which has risen sharply as organizations have flattened. Checkoff systems provide a low-cost approach to documenting performance assessment.
It's shockingly naïve to believe that a rich, varied, complex, multi-dimensional concept like performance can be captured with a single number or ordered index level. Even when we decompose performance into supposedly orthogonal properties such as listening, communicating, job skills, total output, and so on, it is at best questionable to believe that we can attach a rating to each attribute and then use that data arithmetically to compose a meaningful overall rating result.
Still more shocking is the belief that we can compare the relative values to the organization of the performance of two individuals by comparing their ratings.
Those who create checkoff systems do indeed have something in mind, but it's more likely to be legal defense and performance review cost containment than it is employee development. Next in this series Top Next Issue
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Related articles
More articles on Personal, Team, and Organizational Effectiveness:
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reporting system look like?
- The Mind Reading Trap
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reach whatever conclusion we wish, unconstrained by reality. In project management, as anywhere else,
that's a recipe for trouble.
- Why Don't They Believe Me?
- When we want people to believe us, and they don't, it just might be a result of our own actions or demeanor.
How does this happen?
- A Review of Performance Reviews: Blindsiding
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Reviews can be painful. Here are some guidelines for making them a little fairer.
- Down in the Weeds: II
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See also Personal, Team, and Organizational Effectiveness and Critical Thinking at Work for more related articles.
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- And on April 10: Managing Dunning-Kruger Risk
- A cognitive bias called the Dunning-Kruger Effect can create risk for organizational missions that require expertise beyond the range of knowledge and experience of decision-makers. They might misjudge the organization's capacity to execute the mission successfully. They might even be unaware of the risk of so misjudging. Available here and by RSS on April 10.
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