At Work with The Ready Brave New Work 56. The Folly of the Annual Performance Review
5 snips
Dec 22, 2020 
Aaron Dignan, co-founder of a consulting firm that transforms organizations, and Rodney Evans, an innovative workplace strategist, tackle the pitfalls of annual performance reviews. They argue that these outdated practices fail to benefit both managers and employees. Instead, they advocate for a shift towards tailored feedback systems that prioritize personal growth and team outcomes over rigid metrics. The duo explores how open communication and subjective feedback can empower employees, fostering a healthier and more productive work culture.
AI Snips
Chapters
Transcript
Episode notes
Ineffective Annual Reviews
- Annual performance reviews consume thousands of hours but statistically add no value.
- The process often causes more harm than good, fostering dysfunction and competition instead of collaboration.
Performance Management's Conflicting Goals
- Performance management tries to accomplish too many conflicting goals simultaneously.
- It cannot effectively provide feedback, allocate compensation, and rank employees all at once.
Shift From Competencies to Outcomes
- Competency models describe roles with vague descriptors rather than observable outcomes.
- Moving toward demonstrated skills and measurable outcomes improves clarity and development.