![]() For a classic example, consider the evaluation process in place at Microsoft prior to 2012. But there is a lot of evidence that counterproductive employee evaluations are the norm in U.S. I once thought my brush with this evaluation nightmare was just bad luck. During individual evaluations, we were all idiots. ![]() The upshot of the evaluation process was that top management came across as two-faced: During company meetings, we were all part of a great team. The theory among employees was that managers used the uncompleted tasks as an excuse to keep salaries down. So there were always lots of unimportant things left uncompleted. Even superbly performing employees couldn’t meet them all. So managers were forced to come up with inconsequential objectives just to make the evaluation look complete in the eyes of HR. The reason: The computerized evaluations demanded numerous goals in numerous categories. Thus, no matter what you managed to accomplish, you could never be “outstanding.” To make matters slightly worse, the goal-evaluation process was such that even strong performers could end up, on paper, looking like bumbling fools. Managers who gave one of their reports a “four” got the evaluation bounced back for a redo, often accompanied by a back-handed reprimand. For some reason, no one could earn the highest score. But this grading scale was only in theory. Every six months, we were ostensibly graded on a one-to-four scale on each of a laundry list of goals. I once worked at a company where the human resources department had run amuck and perfected a performance review process pretty much guaranteed to be discouraging.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |