There was only one time in my credit union career that I actually looked forward to receiving my performance appraisal: the year my CEO announced that anyone in a leadership position would no longer be rated on a Likert scale. Instead, executives and managers would receive a written evaluation of their performance. The focus would be on feedback, not ratings or scores. Not only was it a relief to receive a more streamlined evaluation, but it was also easier to give feedback without the distraction of and potential disagreement on the ratings.
Most leaders hate the performance management process. Meetings, complicated evaluations and tough employee conversations are not how most leaders like to spend their time. So how do you turn a dreaded process into a meaningful, effective and successful approach that actually works?
First, remember the purpose of performance evaluations—to provide feedback to employees so they can use the information to improve and work at peak performance. Many organizations have made their evaluations so complex that the true meaning of the evaluation is lost in the process.
continue reading »