Good and bad | Abolishing Performance Appraisals: Why They Backfire and What to Do Instead

The side effects can kill the method | Abolishing Performance Appraisals: Why They Backfire and What to Do Instead | Tom Coens, Mary Jenkins

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	• Abolishing Performance Appraisals: Why They Backfire and What to Do Instead Tom Coens, Mary Jenkins Berrett-Koehler Publishers, 2000 - 338 pages average customer review:based on 26 reviews view larger image
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highly recommended

Smashing those unchallenged assumptions about appraisal.

If you grapple with performance appraisal, then it might be worth thinking through the assumptions that you have built your performance appraisal system upon. And that's how Tom and Mary's book can help. They describe a series of assumptions that most performance appraisal systems are based on, and they offer up some more useful (and more reality-based) assumptions that provide the foundations for a more effective alternative (not an improvement - a completely different concept altogether).

Even if you aren't convinced to let go of traditional performance appraisal methods, you will still glean some valuable pearls from this book, that can help with problems you're currently having with appraisal.

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Good and bad

Extensive research, good case studies, knowledgeble discussion of legal issues are strengths of this book. However, there are numerous weaknesses:
1 Linking enlightened management directly to ineffective appraisal systems. They are not nedessarily related.
2 Not acknowledging managers insight on employees performance.
3 Assuming apprasials are generally a high corporate priority compared with other management activities.
4 Not recommending one or two focused appraisal functions as an alternative to no appraisals.
5 Not providing an explaination of how to administer most pay raise systems (Hay for example).
6 Not clearly identifying how the rating drives pay, promotion and bonus. An alternative is required.
7 Not disussing how requirements may vary by industry job specifics or the impact of enviromental factors, such as, confidentiality and raises based on senioity. jrj

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The side effects can kill the method

Get past the title, and the authors' "we are totally right" style, and you'll find good material in here. "This book is about ... choos[ing] ... the most effective ways of working with people, [and] refocusing on outstanding organizational performance."

It tells you why most formal appraisal systems have a lot of good goals, but the negative side-effects of trying to reach them through a regular, compulsory, recorded system prevent most people from reaching them. Suggests abolishing the single system, reviewing the goals, and setting up multiple voluntary systems to do the job better.

Read this book to remind yourself what real personal and group improvement communication is about, so that you can include it in your daily work.

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A Critical Step for a Performance-Driven Organization

This book becomes more relevant every year! For organizations that want responsible employees, it challenges leadership to consider the assumptions that drive traditional HR performance appraisal processes - most importantly those arising from the common `parental' or `patriarchy' model of leadership and organizational development.

In this research-based analysis of the multiple purposes of performance appraisal, a labor attorney and an experienced HR professional team-up to explain why appraisals backfire - and they clearly accomplish that key goal of the book. In particular they explain why, in a world in which 98% of people see themselves as being in the top half of performers, the requirement to force-rank employees is a demoralizing and demotivating policy - if you then connect pay raises to this policy, it is a policy to pay money to demotivate the majority of staff! What responsible leader wants their name on such a policy?

So, is there a solution? Yes, but not a ready-made one. Because the authors recognize that the performance appraisal process is only a part of a highly integrated organization framework (the authors refer to this as `The System' - others ask you to think 7-S model) that drives organizational effectiveness, the book does not recommend a one-size-fits-all solution to replacing performance appraisals. Instead, it recommends that the reader make a paradigm shift away from the patriarchy model to a more adult to adult concept, think about what the organization really wants to accomplish (what problem is to be addressed), and provide choices for different individual situations. The book is not an easy read, nor does it provide a feel good solution - it is recommended for thoughtful practitioners who want to know what questions to ask for their situation, rather than what answers others have found for their own, perhaps very different, situation.

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Great Starting Point

I seached out this book when I was tasked to be part of creation of a review process for my smallish company. "Abolishing Performance Appraisals" operated as a great resource during the process.

Especially helpful were the case studies, which pointed out how real companies were creating alternatives to clunky performance appraisals.

Performance appraisals are used in the overwhelming majority of workplaces. Yet, ninety percent of organizations that use appraisal and a similar percentage of givers and receivers of appraisal are dissatisfied with the process. Many are beginning to deeply question whether appraisal is necessary and consistent with the work culture espoused by progressive organizations. Abolishing Performance Appraisals provides an insightful, well documented look at the flaws of appraisal including its destructive, unintended effects and offers practical guidance to organizations that want to move on to more progressive approaches to coaching, feedback, development, and compensation. While many books prescribe cures for appraisal, this is the first to focus exclusively on eliminating appraisal altogether and creating alternative, non-appraisal approaches based upon progressive and healthier assumptions about people. The authors expose and dispel the widely accepted myths and false assumptions that underlie common management strategies surrounding the five key functions of appraisal coaching, feedback, development, compensation, and legal documentation. They then offer step-by-step practical guidance on implementing alternative non-appraisal strategies that deliver the objectives of each function. And they suggest ways to give supervisors and managers the freedom to choose for themselves the most effective ways of working with people. Filled with real-life examples, resources, tools, and detailed practical advice, Abolishing Performance Appraisals is an entirely fresh and radically different view of performance appraisal and its functions that will help people start over and discover new and more effective approaches.

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