Performance reviews must provide true and honest feedback. If they do so, they become the foundation for and the most crucial part of personal development, management development and training.
Sadly, most organizations base their performance reviews on models created by human resources that are qualitative, complicated, and have virtually no relationship to organization performance and are therefore of little value to personal growth and management development.
Organizations that base performance reviews on quantitative measures and objective standards of performance provide the basis for honest and true feedback on performance. Such performance reviews are the foundation for effective coaching and management development because both manager and the insubordinate engage in a discussion of quantitative facts which are indisputable and not qualitative opinions which are indefensible.
And, preparation for these reviews is simple for both the reviewer and the reviewee because the review is based on the delivery of commitments on time and on budget whether by the individual or the individual and their direct reports. Feedback must be given on a regular basis, preferably quarterly, to provide for maximum employee development and guidance. If reviews occur regularly, weak performance or failure to make plan can be quickly identified and corrected.
There is no better way to create a culture of honesty and respectful feedback than to use a quantitative, unbiased approach to reviewing performance. |
