“Proper measurement systems are essential. You must keep score, assess and provide feedback to all of the employees.” - Bill Creech, FIVE PILLARS OF TQM.

Most companies attempt some method of performance evaluation; but in most companies, the process of evaluation, feedback and measurement has indifferent or worse, harmful results. Feedback systems must be consistent, clear and specific with definite action plans for correction and improvement with specific deadlines and consequences.

Shortcomings in Typical Measurement and Feedback Processes

The Arbitrary manager bias: " No one is a 5" vs "Everyone that works for me is a 5" vs "everyone gets a 3."  These variances create uncertainty and morale issues within a company.

1-5 Rating Scale- too easy to avoid pointed and meaningful feedback. Scale should have no more than 4 clear ratings that leave no room for waffling. Example: U=unsatisfactory, N = needs improvement, S = satisfactory, and E = exceeds expectations, or exceptional.  Action plan for each N or U. 

Task list is too long and does not specify required behaviors. Behaviors generate failure more than inattention to tasks. ("She actually does most of her work but her bad attitude is the problem.") 

Dependence on the strengths or weaknesses of the rating manager - personal bias often interferes with objective judgment of actual performance. ("He is our best sales person, but I prefer people who follow the rules and get their paperwork in on time.") 

Ratings not backed up with specifics, (often only general perceptions) ,and not tied to specific commitments and deadlines.

Let us show you how to implement meaningful and measureable performance evaluation processes. See our Blog for a sample of our processes.