The cover story of the September/October 2008 issue of The Conference Board Review is my new article, “Passing Judgment.”
In the article I explain that the reason performance appraisal programs fail is typically not because of shoddy forms, bad data and clumsy discussions. They’re not the problem. The real problem is that most people involved with the performance management process believe a set of myths that actually prevent their performance management procedures from operating successfully — no matter how well the managers have been trained and how expertly the forms have been designed.
For example, people frequently believe that they need to have quantifiable data in order for appraisals to be objective. They believe that if appraisals contain only managers’ judgments and opinions, the company is at risk for a discrimination lawsuit. They believe that it’s a good idea to use 360-degree feedback data or to have employees do self-appraisals as part of the performance review. They believe it’s important to get the employee’s agreement with the supervisor’s assessment. These beliefs are common – but they’re wrong. In the article I explain why.
Successful organizations are replacing these myths with practices that drive the truth into their performance management systems.
I hope you enjoy the article — you’ll find a copy here.
About the Author
Dick Grote is a management consultant in Dallas, Texas and the author of several books. His most recent book, How to Be Good at Performance Appraisals, was published by the Harvard Business Review Press in July 2011.
