Not fair, too generic, not frequent enough, they say. But the criticisms of appraisals are usually unfair Guest blogger Adrian Furnham The likes of Accenture and Deloitte are ditching the annual appraisal process in favour of new, shiny performance management and review systems. This happens every so often, and we all know the story:
We all have our biases, whether they come out as a general positive or negative feeling about something or someone. The trick, of course, is to not let those biases cloud your approach to the performance appraisal process. They can also make your appraisal efforts inconsistent across different employees, and being consistent is a key feature of a process that is fair.
Keep it as objective as possible. Like biases, stereotypes can also be either positive or negative.
The Halo or Horns Effect. If all the specific performance aspects are coming out with similar appraisals, stop and check yourself for the halo or horns effect. Any given employee will probably display areas of weakness as well as areas of strength, so keep that in mind to avoid coloring the entire appraisal by an overall impression.
Leniency, Central and Severity Tendencies. Some appraisers are lenient and score everyone as above average, while others might score everyone as average, while still others might tend to score everyone as below average. More than likely, there should be a range of evaluations where there are some standouts, some poor performers, and some average performers as well.
Birds of a feather do tend to flock together, which is the root of this mistake. Some managers will automatically give higher scores to employees that are more like themselves and lower scores to those who are different.
Objectivity and respect for diversity are the ways to keep from making this appraisal error. Another common error is when appraisers focus in only on a short period of time right before an appraisal takes place.
Avoiding this error entails having a good process in place to capture performance information throughout the period being reviewed.
Contrast error can bring down scores of good performers because if they are compared against high performers, the contrast makes them seem less than average when in fact they are good if they fulfill the specific criteria of what is good. This is a tricky one because it involves allowing your subjective opinion on what might have caused certain behaviors or outcomes, and allowing that to cloud your judgment.
As you can see, the performance appraisal process contains many places where mistakes and errors can occur. This is why it so important to train your managers and supervisors on how to engage in a fair and objective appraisal process.The Top 8 Problems in the Performance Appraisal Process Having covered the difference between performance management and performance appraisal, as well as drilling down into the why, what, how and who of the performance appraisal process, now it’s time to talk about some of the hang-ups that can occur with the process.
Managers go wrong with performance appraisals in so many ways, that it’s difficult to identify all of them. Some of the problems have to do with the overall system of performance appraisal, and other problems are the result of the one-on-one meeting that is held for the appraisal interaction.
Benefits of Well Defined Performance Appraisal: There are different kinds of appraisal problems, but as a manager, you will have to overcome all of them for the well being of the company.
If the employees are happy, then they will give their best and the company will grow in leaps and bounds. 2 Performance Appraisal Problems and Solutions; 3 Factors Affecting the Effectiveness of Performance Appraisal Systems; Performance appraisal is important for organizations and employees.
Accountability. A prevalent issue pertaining to performance appraisals is the manager's inattentiveness to the process and deadlines. Regardless of the expected outcome of a performance appraisal.
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