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05/16/2014

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Perhaps I have a novel approach to a performance management and review process...

Q1. Did the EmployeeA perform well this year?
Yes / No

Q2. Explain what you meant by your answer to the previous question.

Q3. Come on! If you had to explain it to someone who didn't know EmployeeA how would say they did when compared to a someone better and some worse

Q4. I know this is hard, but seriously, how about when compared to what you had hoped for versus what you feared.

Q5. How do you think this should apply to EmployeeA's pay, given the fact that we haven't spent much time explaining each of the possible elements of pay or given you a solid merit budget?

Q6. How are you feeling about this process?

Q7. Do you wish we had planned a bit more strategically for this and perhaps spent some time and money putting the right programs, processes and training in place?

Q8. Who's up for a couple of drinks? I'm exhausted and feeling a bit frustrated,

Dan:

That's wonderful. Probably not so novel as you suppose, may in fact be the norm in many places. Anyway, Q8 sounds good on a Friday afternoon ....

Dan's quick illustration showed many of the elements of the Mager/Pipe Performance Analysis Model. As Ann often says, if you don't know where you are going, any old direction will do. Me, I also favor the "ready, aim, fire, score, adjust, repeat" approach.

As always, I am happy to help!

Thanks Ann for sharing your thoughts and experience - This is a great topic and it frustrates many organizations in the private sector and public sector as well. I agree with the strategic questions you raised before sending the "SAMPLE" form. I find that in some cases there are attempts to make performance management a transaction or a checklist to do and get done with it. Seeing all the attention on paying for performance, I think the way performance management is conducted should mirror the organization culture. Of course, this leads to another question around what culture do we want to promote? I do not think that "SAMPLE" performance appraisal forms will answer that question for us!

What you describe is the predictable outcome when performance appraisal systems exist simply to document and justify a priori decisions about the distribution of "merit pay". Inevitably, both sides of the transaction are corrupted.

Jim:

Funny, when I first read your comment, my eyes initially saw "Magic Pipe model" in reference to Dan's approach, which seemed entirely apropos... Anyway, always appreciate someone reinforcing my Cheshire Cat.

Saado:

Well said. I am always puzzled by the great number of organizations and HR professionals who wish to kill performance management yet pay for performance. Good luck with that!

And yes, those seeking to begin their process with a sample form often do see performance management as a transaction or "check the box" activity. Not the road to adding value or influencing business results.

Tony:

Exactly right. And then they point to their corrupt process as proof that all performance systems should be killed.

Thanks all for the conversation!

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