Traditional performance appraisal assessment is most likely to make 3 mistakes

Performance management is the most challenging issue faced by every business in the management process, performance in the end how to do, in order to meet both the bosses need high business growth, but also to meet the employees need to get training and growth. Many companies in the performance management process, often overkill, the following error is the implementation of the performance of enterprises in the process of frequent mistakes.

The first mistake, performance assessment is the end of the year performance appraisal, there is no beginning of the year goals and plans to confirm, only at the end of the year to do a performance appraisal.

Annual appraisal, is the standard cycle of performance appraisal in many companies. One year assessment, the purpose is very clear, just for the end of the performance bonus issued, or personnel out of the basic means. A lot of employees within the organization are spitting on this, because the process is not only time-consuming and labor-intensive (often taking a month long). A year's work needs to be at the end of the year to start writing results, how the process, we do not know. As a result, a lot of times it relies on the leader to score the base impression of that employee. The objectivity of scoring and the science of scoring are always challenged. Moreover, because the results are linked to the employee's performance bonus, the leaders often let go, who does not want their employees to get high performance to get high rewards? As a result, this approach has gradually been criticized by everyone, and many companies have gradually abandoned or added other assessment methods.

The second mistake, performance evaluation only look at the leadership opinion, the leadership rating is the final result of the employee rating.

In the process of doing appraisal, many companies tend to use the employee self-assessment and evaluation of superiors, two kinds of personnel evaluation to decide, and often the employee self-assessment is a reference or accounted for a very low percentage. This evaluation method, often test is the fairness and impartiality of this superior. If you meet an employee who likes employees to slip through the cracks, then this employee can often achieve high performance. And those employees who are reserved and have significant input and output can get unfair treatment. Many less flattened enterprises usually encounter this problem, and performance appraisal becomes a formality, which is the legendary leadership 'one voice'. Under this kind of enterprise management culture, capable employees often do not get good incentives, and are even often suppressed. In the long run, the enterprise staff turnover rate of good employees will be greatly increased, leaving behind some mediocre or less capable people. The future development of such an enterprise is more dangerous.

The third mistake is that performance appraisal is just about getting 'ABC results' without any coaching or feedback to employees.

The most important thing about performance appraisal is that it enables employees to get feedback and further coaching. Many organizations tend to treat this part of the process as a result manufacturing line. As long as the employee to get the last performance level (ABC), get after the employee to do the corresponding rewards and punishments on the end. Employees do not feel any coaching or feedback during the whole process, so they only feel it is a waste of time.

These are the three most common mistakes made in traditional performance evaluation. So what kind of performance evaluation is reasonable and objective? What we recommend is not to do a one-time end-of-year assessment, but to do a process assessment in conjunction with goal management. Don't just look at feedback from leaders; the opinions of collaborative colleagues are also important. Don't just get results, counseling and feedback to employees is also an extremely important part of the performance process.