2:13 pm, April 18, 2014

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  • Standardized ratings for employees
    wallyhauck
    This blog reminds us all why the Government should be limited. The bureaucracy is outdated and ineffective. Rating individuals on their performance does NOT improve organizational performance nor does it improve individual performance. Performance of individuals is influenced more by the system within which they work than by their individual efforts or intelligence. In a predictable process individuals will perform predictably. In an unpredictable system people will perform differently and the need for heroes and heroines is increased. This leads to the identification of exceptional and/or poor performance by employees. Rating individuals is inconsistent with systems thinking and adopting systems thinking is what management needs to do. We need effective system management not effective talent management. This blog shows how the Federal Government has not evolved in its leadership skills. wally@wallyhauck.com
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  • U R right.
    The Original Joe S
    I've never seen a rating system worth a hoot.
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  • Reply to wallyhauck
    Jeremiah
    Right on! These are exactly the points made back in the early 1980's by Dr. W. Edwards Deming when he addressed OPM executives, who had asked for his input on ways to improve the then still relatively new (stemming from the 1978 CSRA legislation) performance management and appraisal process. He put it to them bluntly by stating at the outset: "You have an impossible job," meaning that the performance appraisal process as devised was divisive and intensely counterproductive in outcome. He was correct then, and his assessment is still valid today. In the intervening 30 years, agency managers have struggled to make the government's version of a performance management sow into a silk purse of enhanced productivity and employee acceptance. However, due to its basically flawed nature, which reflects a deep misunderstanding of human motivational theory, the government will only continue to struggle fruitlessly to square the performance management circle. The GEAR methodology is but the latest in a long series of trumpeted attempts to achieve this all-but-impossible outcome.
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  • { "Agree":"1","Funny":"1","Insightful":"1","Disagree":"-1","Offensive":"-1","Troll":"-1" }