Join Our Newsletter -

You Should Eliminate Performance Evaluations

Integrity Staffing & Solutions

Ask a manager or employee about performance evaluations in your organization. Go ahead. I’ll wait for you. Did they grimace, snort in disgust or worse? Not surprising. Employees and managers alike dread and dislike performance evaluations. The process is seen as an ugly ordeal. I bet they feel very differently, however, about performance management. Here’s the difference.

Performance Evaluation vs. Performance Management

From a business perspective, performance evaluations provide written, formal documentation of an employee’s performance over a specified period of time.

Performance management, on the other hand, focus each member of the organization on the results they need to achieve to help the organization meet its goals, and communicate to employees what specific outcomes they need to deliver.

It’s important to provide feedback often to allow for changes and to hold employees accountable for their results.

From a Human Resource Perspective

As a HR practitioner, I believe the performance evaluation serves a limited function. It’s only somewhat related to achieving bottom-line business results. The purpose of a written evaluation is to document an employee’s performance. It’s rarely used as a tool to achieve business results and, unless accurately written, can do more harm than good in defending employee claims against an organization.

Performance management, however, is directly related to bottom-line results and communication and accountability among employees. Performance management is an interactive – not passive – process that requires routinely evaluating progress and making corrections as necessary.

For Managers: How to Performance Manage

Any member of an organization with responsibility for managing the work of others has performance management as his/her primary function. This consists of:

  • Setting measurable goals for the employees
  • Providing the employees with weekly performance feedback
  • Holding the employees accountable for their results
  • Challenging the employees to increase their knowledge, skills and abilities

For Employees: How to Monitor Your Performance

Do you wait for information – or your manager – to find you? Do you blame your manager for your lack of understanding about the company’s goals and objectives? If you do these things, you are not an accountable employee.

Never assume everything must be fine just because you haven’t received any feedback on your performance. If your manager does not actively seek you, find him/her yourself. Be accountable to your manager.

  • Ask your manager how you can be of greater value to your organization.
  • Learn about the company’s goals and objectives and align your work with those goals and objectives.
  • Continually improve your skills.
  • Seek to understand the company environment.

Accountable employees are proactive employees. Be accountable. Be active.

Performance management requires equal commitment and energy from managers and employees. Only then can you optimize your organization.