Steve,
I like your statement pointing out the side effects of the use of any
tool. It is an excellent and powerful way to make the point. I agree
with your point.
Furthermore, I am open to hearing about alternative ways to improve (help
grow) systems, processes, cultures, and individuals. I have been exposed
to a vast array of PA systems. My staff (according to boss rating
systems) says I am pretty flexible, a good coach, open to new ways of
viewing a situation, willing to change my mind. I guess I am being a bit
defensive, but I do believe your assumption that I am inflexible is
incorrect. My staff also says I set high expectations, adhere to them
myself, and am critical of myself. They also claim to like the high
expectations.
While I claim to be flexible, I do also claim to want high performance,
and I claim to be values-driven. I cannot give these up. If this is
being inflexible, then I am comfortable with that level of inflexibility.
I was that inflexible with my kids as well.
If you or anyone can provide me an approach that a) leads to enhanced
performance, b) does not rely on evaluation, and c) has values built into
it, then tell me about it. If I have not tried it, I will. I/we do a
great deal of experimentation. How long should we try it to make it a
proper test? It would not be the first time I have changed my mind, and I
hope will not be the last.
In the past, I have used a 'no performance Assessment' process. I have
also used a departmental performance assessment process, but not
individual. Currently we use bits and pieces that seem to work for us.
We do rank order all the people with the same job title. We do not use
the rank ordering except as a triage as I have said previously. We also
ask for self-evaluations, peer evaluations, and boss evaluations. The
vast majority of the time, the evaluations are in pretty good alignment.
There is discomfort with the outcomes some times. There are consequences
as others have pointed out, even for average performance. Lost future
opportunities. Scores are 1-5, and are connected to raises. For me, a
lot of this process is about aligning and calibrating the managers as much
as assessing the employees. It is also about learning. Learning goals
are built in for everyone, and are assessed. Leadership goals are built
in for everyone. And assessed.
What I need to implement this is an example of a successful outcome in a
high-performing, profit-making company, and access to someone at that
company who will share what worked and what did not, etc. And I need a
clear statement of the system to use.
--Rol Fessenden
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