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Hi Laura,
Performance management is always an interesting topic. When it comes to social feedback doesn’t it have a similar set of limitations? Isn’t it as subjective as managers rating? They may be different data points but I don’t know if I would label them as “objective”.

When it comes to identifying the best managers it looks like all of the metrics listed are lagging indicators. How long is the measurement period you are recommending? I also think we need to do a better job correlating department/business unit performance where objective data can be found. For example, if you have a poor performing department one would typically expect to see fewer top rated employees (unless the issues have been identified and a new team has recently been brought in to turn things around and progress is being made).

Great post Laura. I especially like the issue of the second limitation --- calibrating team performance.

Good stuff, Laura, defining principles of great importance. Must agree with the caveat about social feedback, which can be uninformed or biased, too... unless you are simply polling popularity. Love to see reminders about the need to rate raters on their supervisory success! Improvement requires consequences for behaviors.

@Trevor - You make some great points. Social feedback is also subjective but it can have the effect of what a former colleague used to call 'throwing coal on the snow.' Social feedback can create a pattern, which expands the manager-only dynamic in the performance review process. A wise manager of mine at Accenture once said, 'If one person says something about someone I can discount it. If ten people say the same thing, it may be untrue but I take it more seriously.' As for lagging indicators, that is true and I originally had a section on big data that made my post too long but I plan to return to this topic. And finally, it absolutely makes sense to pull in financial performance data into the process as well.

@Jim @Jaque many thanks for reading and joining the discussion!

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