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Reviewing The Perfomance Management Effectiveness

Written by: Dr. Fathi El-Nadi

Article Overview: How can we make sure that the performance management process we have designed has yielded the outcomes that we planned? Obviously, we cannot sit back and relax assuming it had before we check some parameters and standards.

Reviewing The Perfomance Management Effectiveness

At the end of the performance management period, usually one year, the employee and the manager sit down to:


summarize the work accomplished during the previous year relative to the goals that were set at the beginning of the performance period;

document the challenges you have encountered during the year; and,

identify areas for training and/or development
CHECKLIST: Performance Review Phase


Review the purpose and process of a final meeting.

Capture the key results, both accomplishments and shortfalls, for each performance objective and each learning objective.

Let the employee take the lead - ask for his/her assessment of their performance during the review period. The supervisor should do the same and any differences in assessment should be compared and discussed. Make sure the employee has an opportunity to respond to the supervisor's comments.

Do not invent areas for improvement and do not deviate from the agreed-upon objectives. If the employee has done an excellent job all year, digging for something to identify as an area of improvement will only lead to demotivation.

Identify and discuss any unforeseen barriers to the achievement of the performance and learning objectives.

The employee and the supervisor should sign off on the form. This acknowledges involvement in the process, but not necessarily agreement by employee with the content of the evaluation.

Ensure that the employee receives a copy of the evaluation and the document is put in the employee's file.

Both the supervisor and employee should prepare for the next cycle of performance management.

Some organizations do not allow a manager/supervisor to document anything negative in a performance management review if it has not already been discussed with the employee. This is done to ensure that managers deal with performance problems when they arise and that there are no surprises during the performance review meeting. Review your new performance management process after the first year and make adjustments if necessary.

5. Training Your Organization's Raters

For a performance management process to succeed in motivating staff to do their best it must be fairly and consistently applied to all staff.
Managers/supervisors must be trained on:


the overall performance management process

how to work with employees to set goals and standards

how to provide constructive feedback

how to conduct a performance management review

the sources of rater bias
Well trained raters will help ensure that the performance management system is reliable, that is, the results of the process are accurate measures of performance and the raters are consistent over time.

Common Sources of Rater Errors or Bias
Supervisors/managers should be aware of the potential sources of errors when rating performance and make every effort remove these potential sources of error from the evaluation process:

HaloThe supervisor's positive opinion of the employee in one area affects the performance ratings in all areas. This is particularly a problem when supervisor are rating employees whom they consider to be friends.

HornsThe supervisor's negative opinion in one area affects the performance rating of all areas.

Central TendencyThe rater is uncomfortable with evaluating an employee's work to be at either end of a rating scale such as "Exceeded Expectations" or "Did Not Meet Expectations". Instead the rater consistently rates employees in the middle of any scale.

Leniency or StrictnessThe rater is either too easy or too harsh when rating performance.

RecencyThe rater focuses on performance for the recent past and does not look at performance for the entire evaluation period.

Same-As-MeThe rater rates employees who are perceived to be similar to the rater more favorably than employees who are dissimilar.If this tendency is based on grounds for discrimination under Human Rights Legislation (for example race, gender, nationality), it is a violation of Human Rights and is illegal.

ContrastThe rater evaluates an employee against another employee that was rated just before the current performance review meeting.

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