If nothing's wrong with performance management, why are employees and managers united in hatred for annual HR appraisals and full year ratings? Could it be;

- The months lost on box-ticking, objective alignment 
- Hours looking in the rear-view mirror during year-end appraisals 
- The limited evidence that the process made any difference 
- The fear that a performance and development discussion is used to decide your bonus

Here's four ways to tell if your performance management process is flatlining in the bottom drawer.

1. Ratings are influenced by likeability, personal prejudice, obedience, recent errors, or to avoid conflict. 

#UncomfortableTruth | Ratings reflect rater biases and reveal little about the person being rated.

2. Managers suffer from bottom drawer disease, imagining that staff still remember goals they were set 12 months ago.

#UncomfortableTruth | Your managers and employee detest the process.  

3. The appraisal is intended to cover a full year’s performance and behaviour” 

#UncomfortableTruth | Humans need immediate feedback precisely when a behaviour is observed.  

4. Corporate, regional, team, and individual goals; "let’s add one for safety and another for sustainability" 

#4UncomfortableTruth | When employees have more than 3 goals, and you want to add more, you’re neither focusing minds, or giving clarity.

Would you like some help to rethink how performance is managed?

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