In a 2012 article in Forbes Magazine 2% of 645 human resources managers thought that performance reviews accomplished anything useful. It got better, 57 % of the CEOs thought that their employees were regularly recognized for their hard work and contributions versus 9% of the employees who agreed with the CEOs. In 2014 Josh Patrick wrote a blog in the New York Times entitles “10 Reasons Performance Reviews Don’t Work.” Yes, I see myself in that. I managed people and I had to review them, and it was very difficult to be honest without upsetting people or making them angry (No. 9); buy-in was always an issue (from them and from me in reviews of me) (No. 8); what follow up? (No. 6); I was never trained or given any guidance by HR in doing performance reviews (No. 3); and let’s not talk about results after a performance review (No.1). The others did also apply, but you get the idea.
|This is a copy of a picture from an interesting article for people stepping into a performance review. Guess what? This is not what you do, although like me you might have felt like flipping it.|