Formal performance evaluations in companies are often criticized for taking place only once or twice a year. Managers, therefore, tend to evaluate their people only according to their last experience, not the long-term performance. They also often perceive the appraisals as a necessary evil in the form of questionnaires without a deeper purpose.
Other reasons for the frequent criticisms of traditional performance appraisals include:
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It is mostly a one-way communication dominated by a manager.
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Excessive formality of the process prevents open discussion.
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No further action is often taken after the appraisal.
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It is a relatively expensive and time-consuming process and it is not clear whether the time and resources spent are worthwhile.
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Both employees and managers hate performance appraisals.
An article on trainingjournal.com therefore describes an alternative method of performance evaluation based on five 10 minute interviews between managers and employees to be repeated every six months. These interviews cover different aspects of performance continuously and therefore should produce better results than the traditional one-time appraisal.
1. Interview about atmosphere in the workplace
This interview should focus on employee satisfaction in the workplace, work ethic and overall communication.
2. Interview about individual strengths and talents
Performance evaluation too often focuses only on what is wrong, where an employee has its weaknesses. Try to do it in reverse and regularly talk about the possible development of their strengths and talents.
3. Interview about growth opportunities
Focus this interview on the personal view of employees on how they can improve.
4. Interview about training and development
Search current and future training needs of individual employees together.
5. Interview about innovation and continuous improvement
In this interview, talk about the practical possibilities of improving individual and company-wide performance.
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