The landed in my inbox this morning:
In a famous Leadership IQ study, we surveyed 48,012 CEOs, Managers & Employees about their performance appraisals. Here’s the shocking results: Only 13% of Managers & Employees thought their performance appraisals were effective. And only 6% of CEOs thought their appraisals were effective. We also discovered that only 14% of employees say their performance appraisal conversation offered meaningful and relevant feedback.
Actually, I’m not shocked by these results. Not even surprised.
What is shocking is that many organization continue to add layers of process, systems, and training, in an effort to make a fundamentally broken concept work.
I’m not saying we don’t need feedback. We do need information about results and behavior. That information needs to be relevant, timely, and actionable. For ideas on how to make feedback useful look here.
I’m not saying that we don’t need to have conversations about performance.
I’m not saying managers don’t need to make decisions about whether a person’s performance matches the needs of the job.
But the typical performance appraisal process fails to give useful feedback, fails to promote meaningful conversation, and seldom leads to decisions about fit for job.