You Should Eliminate Performance Evaluations

By Terry Simanek, SPHR

June/July 2011

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. Many employees and managers alike dread and dislike performance evaluations. The whole 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

So what’s the difference between performance evaluations and 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, deals with…

• Focusing each member of the organization on the results they need to achieve to help the organization meet its goals.
• Communicating 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. You should be:

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

If you are not doing these things, you’re failing in your primary role with the company.

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 by…

• Asking your manager how you can be of greater value to your organization
• Learning about the company’s goals and objectives and aligning your work with those goals and objectives
• Continually improving your skills
• Seeking 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.

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