More than a third of U.S. companies have abandoned the traditional performance appraisal process. These include tech companies such as Adobe, Dell, Microsoft, and IBM, professional services firms like Deloitte and PwC, and early adopters in other industries, including GE, the longtime role model for traditional appraisals.
Writing in the Harvard Business Review, Peter Cappelli, the George W. Taylor Professor of Management at Wharton and Anna Tavis, Clinical Associate Professor of Human Capital Management at NYU, say they see three clear business imperatives that are leading companies to abandon
The authors argue for a system that more closely mirrors the natural cycle of
work. Ideally, conversations between managers and employees occur when
projects finish, milestones are reached, and challenges pop up.
How is your organization evaluating performance, and do you think its method
should be updated? To join the conversation, click on
3/30/2021 09:23:21 am
I have had the good fortune of teaching HR students are Portland State University for more than a decade. The subject that I have focused on is Performance Management which encompasses more frequent conversations between employees and their managers and discussions about the alignment of individual and organizational goals and objectives.
3/30/2021 11:45:19 am
Perfectly said Ike. You’ve always been an opinion leader for us in the field of HR. We know as communication consultants for many years that traditional performance reviews were dreaded on both ends. Managers avoided giving them and those on the receiving end complained about rarely receiving them, or never getting them in a timely manner, or hating the awkward nature of their presentation. Commonly we heard “If I had heard this earlier in the year I could have done something different.” Thank you for sharing your experience with our community.
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