Shows & Panels
- The 2014 Big Picture on Cyber Security
- AFCEA Answers
- Ask the CIO
- Building the Hybrid Cloud
- Connected Government: How to Build and Procure Network Services for the Future
- Continuing Diagnostics and Mitigation: Discussion of Progress and Next Steps
- Federal Executive Forum
- Federal Tech Talk
- The Future of Government Data Centers
- The Future of IT: How CIOs Can Enable the Service-Oriented Enterprise
- The Intersection: Where Technology Meets Transformation
- Maximizing ROI Through Data Center Consolidation
- Mitigating Insider Threats in Virtual & Cloud Environments
- Modern Mission Critical Series
- Moving to the Cloud. What's the best approach for me
- Navigating Tough Choices in Government Cloud Computing
- The New Generation of Database
- Satellite Communications: Acquiring SATCOM in Tight Times
- Targeting Advanced Threats: Proven Methods from Detection through Remediation
- Transformative Technology: Desktop Virtualization in Government
- The Truth About IT Opex and Software Defined Networking
- Value of Health IT
- Air Traffic Management Transformation Report
- Cloud First Report
- General Dynamics IT Enterprise Center
- Gov Cloud Minute
- Government in Technology Series
- Homeland Security Cybersecurity Market Report
- National Cybersecurity Awareness Month
- Technology Insights
- The Cyber Security Report
- The Next Generation Cyber Security Experts
Shows & Panels
Survey: Performance reviews get poor ratings
Friday - 12/3/2010, 7:48pm EST
The biggest challenge to a review's effectiveness is the manager's inability to have a difficult conversation with a poor-performing employee, according to the survey from WorldatWork, a human resources association, and Sibson Consulting.
The challenge is even greater when a manager rates all employees highly and then has to differentiate within those employees, said Kerry Chou, senior practice leader at WorldatWork, in an interview with the DorobekINSIDER.
"You have a situation where you have lots of people rated in the upper categories and then you have a vetting process where with only a certain pool of money," Chou said. "Then you start making those more difficult decisions. That's when the process tends to break down."
He added, "Managers lack the courage to have those difficult performance discussions."
Organizations are also noticing a disconnect between individuals' performance reviews and the success of the company. Even when a company is not doing well, managers are giving employees high marks, said David Insler, senior vice president at Sibson Consulting.
According to the survey, 20 percent said employees receive high performance reviews even when the organization performance is poor or below target.
Chou said management needs to take more ownership over performance management from human resources.
"The CEO and senior management team really need to believe in performance management and not look to HR to say, OK, it's time to do our annual review, let's have HR administer the process. That's not the way to do it," Chou said.
The survey found the top goals for performance reviews were differentiated rewards, greater individual accoutnability and talent development. The top three challneges are managers' inability to have difficult performance conversations with staff, management's view of performance reviews as an HR function and poor goal setting.
Read about the survey results in the Wall Street Journal.